2021
Diversity
Annual Report

A Letter from
Larry Culp
We are nearly two years into our
reinvigorated strategy to generate
long-term, sustainable progress on
diversity and inclusion at GE. Ourinvestment in identifying root causes
and then solutions for challenges andbarriers to recruiting, retaining, andpromoting diverse talent has neverbeen more critical.
Last year also marked the start of ahistoric period for GE. In 2022, we arelaying the groundwork for the creationof three independent companies
focused on flight, healthcare, andenergy. Diverse teams and perspectives
will help accelerate the innovationneeded to create a future of smarterand more efficient flight, develop
precision healthcare that personalizes
diagnoses and treatments, andlead the energy transition to drive
decarbonization. Real, sustainableimprovements in diversity and inclusion
remain priorities as we position thesefuture companies to one day succeedon their own. We remain committed tofurther transparency, accountability,
and community as we work to realize
those improvements.

Pictured:
YUAN TAN
GE Aviation

STRENGTHENING OUR FOUNDATIONMAKING PROGRESSI am incredibly grateful that Mike Barber agreed to postpone
his initial retirement plans to take on the role of Chief Diversity
Officer (CDO) at a pivotal moment for the company in 2020. In histime as CDO, Mike was instrumental in examining and retooling
our operations and processes that affect diversity and inclusion,both companywide and within each of our businesses. In doingso, Mike and the business CDOs have created a foundation forsustainable progress.

In a challenging time globally for many companies, we saw
markers of progress for GE cumulatively in most areas. Overall, ourfocus on transparency, accountability, and community has started
to show results. Since 2020, we saw growth at the leadership levelfor both women globally (+1.2%) and for total U.S. race and ethnic
minority (+1.7%). I’m proud to report that more than ten percent
of our U.S. employees are military veterans1. Looking further at
our expanded data, 3.7 percent of our U.S. employees also selfidentified as having a disability1, 2.

Across thecompany, we
further deployedlean to better
understand andsolve for diversity
challenges, suchas recruitment
and retention.

With Mike’s retirement at the end of 2021, we are excited to have
Brandi Thomas take on the role of CDO for GE, in addition to herrole as GE Vice President and Chief Audit Executive. Brandi’s
leadership experience – both inside and outside of the company– combined with her history of building diverse teams anddeployment of lean, make her the right CDO for GE at this time. I
look forward to partnering with her, the business CEOs and CDOs,
and my leadership team, to accelerate our progress.

IMPROVING OUR DATA
Our 2021 Diversity Annual Report builds upon our commitment
to improve the depth and breadth of our diversity data. As you
read, you will see that this year we added new dimensions of
employment diversity to better focus our efforts and be held
accountable for their impact. This year, we’ve added data sets
covering voluntary self-identification data for U.S. veteranstatus and disability (U.S.)1, and a new section that covers
equitable pay for gender globally and for U.S. underrepresented
minority employees.

Across the company, we further deployed lean to better
understand and solve for diversity challenges, such as recruitment
and retention. A cross-business team created a standard guidefor our managers on how to better ensure a more inclusive andequitable experience for each employee. The Gas Power businessused data and one-on-one discussions to develop a plan to
improve retention of underrepresented minority employees in the
U.S. Similarly, our Healthcare business used data to get to the root
cause of and address a slow growth rate for underrepresented
minority employees in the U.S. at the leadership level.
Our intention is to make meaningful changes and improvements
to our processes and tools so the progress we make is sustainable.
We will continue building on our foundation and are optimistic
about what we can achieve in the long term.
GE celebrates its 130th birthday this year. Our shared culture ofinclusion, collaboration, and innovation that has brought aboutsome of the world’s most important advances is a result of thepeople who have worked here and who work here today. As wecontinue to build a world that works for everyone, I am confident
that our progress in diversity and inclusion will foster the businessteams needed to fuel the solutions for the future of flight, precision
health, and the energy transition in the next 130 years.

LARRY CULP
Chairman & CEO, GE

In 2021, based on employee feedback, we updated some of thevoluntary self-identification categories and selections related togender identity and sexual orientation for employees in the U.S.
and Canada. These updates go above and beyond what is required
for regulatory purposes and will provide a more comprehensive
look at our people and progress over time. As the voluntary
response rate increases for these categories, our hope is that wewill have a more holistic view of the diversity of our employee baseand be able to fuel further progress.

1 The data for U.S. Veteran and U.S. Disability reflect responses from employees
who voluntarily updated these self-identification fields as of December 31, 2021.
2 The U.S. Department of Labor defines a disability as having a physical ormental impairment or medical condition that substantially limits a major
life activity, or if you have a history or record of such an impairment or
medical condition.

GE DIVERSIT Y ANNUAL REPORT1

A Letter from Brandi Thomas
At GE, we know inclusion and diversity make us more competitiveand help create value for our customers, investors, and employees.
We believe that fostering an inclusive culture empowers everyone
to do their best work because they feel accepted, respected, andthat they belong.
I decided to take on the additional responsibilities of Chief
Diversity Officer (CDO) because of how Larry Culp and theleadership team have committed to operationalize inclusion anddiversity similar to how we measure, own, and improve uponother priorities like safety and quality. An important part of myother role as Chief Audit Executive is listening and seeking tounderstand to propose better solutions for the company. I think
those skills will translate well as I lead a collective effort to drive
long-term, sustainable improvements in inclusion and diversity
through thoughtful and intentional design.

Over the past two years, the company made meaningful progressin our strategic pillars of transparency, accountability, andcommunity. I am eager to continue building on the foundation
laid by our former CDO Mike Barber and the business CDOs andleadership teams. I see my role as ensuring our teams more closelyreflect the diversity of the communities where we work, instillinga global mindset, and supporting a workplace culture whereindividual differences are embraced and where the best ideas win,
regardless of who they come from.
I am starting as CDO as we begin our journey to become threestronger, more-focused companies in aviation, healthcare, andenergy. We will ensure inclusion and diversity are appropriately
considered and prioritized as we move forward. I am excited about
the opportunity this presents each business to deeply re-examine
the aspects of its culture and processes that can be redesigned
to better support inclusion and diversity. In partnership withthe business leadership teams, we will identify and implement
sustainable changes to support progress now and for years
to come.
I rejoined GE over a year ago, motivated to be part of a winningteam that embraces change and approaches some of the world’s
toughest challenges from a mindset of possibilities instead oflimitations. Substantial progress on our inclusion and diversity goals
will not happen overnight. As you read this report, you will discover
the people and innovative spirit that are at the core of our efforts
and progress, and that give me the confidence in all that we canachieve together in the future. We are committed to continuous
improvement as we strive to build a world that works for everyone.

BRANDI THOMAS
Chief Diversity Officer & VP, Chief Audit Executive
GE

2

GE DIVERSIT Y ANNUAL REPORTGE’s 2021 Workforce Representation DataGE IS A TRULYGLOBAL COMPANY:
68% of our employees are basedoutside of the United Statesand our workforce represents
nationalities from 169 countries.

BOARD OF DIRECTORS

2 of 4 Board leadership positions

are held by women.

Our policy is to build a Board that
represents a range of backgrounds.

4 Female
2 Ethnically diverse
3 Born outside U.S.

36%
18%
27%

The data shared is representative of GE’s workforce on December 31, 2021. This year,
we have expanded the data that we report to now be inclusive of employee voluntaryself-identification data for disability (U.S.) and U.S. veteran status, as well as equitable
pay results related to gender globally and U.S. underrepresented minorities for each GE
business segment. The workforce representation data for gender globally and U.S. race andethnic minority now includes the percent change from the prior year’s comparable data.
We will continuously look to improve the depth and breadth of our diversity data. Following
the updates to the voluntary self-identification categories and selections for employees in
the U.S., in the future this might include other voluntary self-identification data like sexual
orientation and gender identity.
DISABILITY: according to the U.S.
Department of Labor, you are considered
to have a disability if you have a physical ormental impairment or medical condition
that substantially limits a major life
activity, or if you have a history or record ofsuch an impairment or medical condition.
EQUAL PAY: employees who perform
comparable work are paid equitably.
GENDER: all gender data is global. Our
hope is to be able to supplement binary
gender data to be inclusive of the newcategory and selections for “gender
identity” from our updated voluntaryself‑identification fields for U.S. employees
in the future.
HISPANIC/LATINX: the term
Hispanic refers to communities with
Spanish‑speaking origins. Latinx is abroader term that includes anyone of
Latin American origin. This term is also
gender inclusive, and we recognize that
another option is Latino/a. In this report,
we have chosen to use Hispanic/Latinx tobe inclusive of both communities.
LEADERSHIP: encompasses the top 1.5%of all active employees.

MULTIRACIAL: a standalone categoryin our data 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.
UNDERREPRESENTED MINORITIES(URM): U.S. employees who identify
as Asian, Black/African American,
Hispanic/Latinx, American Indian/Alaska
Native, Native Hawaiian/Pacific Islander,or Multiracial.
U.S. VETERAN: inclusive of those who
identified as a U.S. military veteran oras one or more of the classifications ofprotected veterans (disabled veterans,
recently separated veterans, active
duty wartime or campaign badge
veterans, and/or Armed Forces service
medal veterans).

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

3

LEADERSHIP

PROFESSIONALALL EMPLOYEES

27.2%

26.5%

22.3%

FemaleFemaleFemale+1.2%

U.S. DATA

Leadership
Professional
All Employees

+0.3%

3.7%

U.S. DATAGLOBAL
DATA

GE

+0.4%

Disability (U.S.)

10.1%
U.S. Veteran Status

ASIAN

BLACK/AFRICANAMERICANHISPANIC/LATINXAMERICAN INDIAN/
ALASKA NATIVE

NATIVE HAWAIIAN/
PACIFIC ISLANDER

MULTIRACIALTOTAL RACE &ETHNIC MINORITY

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

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

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

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

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

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

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

2020

LEADERSHIP

PROFESSIONALALL EMPLOYEES

25.7%

21.9%

17.6%

FemaleFemaleFemale+1.5%

U.S. DATA

Leadership
Professional
All Employees

-0.1%

4.0%

U.S. DATAGLOBAL
DATA

Aviation+0.1%

Disability (U.S.)

11.1%
U.S. Veteran Status

ASIAN

BLACK/AFRICANAMERICANHISPANIC/LATINXAMERICAN INDIAN/
ALASKA NATIVE

NATIVE HAWAIIAN/
PACIFIC ISLANDER

MULTIRACIALTOTAL RACE &ETHNIC MINORITY

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

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

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

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

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

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

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

2020

LEADERSHIP

PROFESSIONALALL EMPLOYEES

35.3%

33.0%

34.4%

FemaleFemaleFemale+1.0%

U.S. DATA

Leadership
Professional
All Employees

-1.0%

-0.5%

Disability (U.S.)

4.3%
U.S. Veteran Status

ASIAN

BLACK/AFRICANAMERICANHISPANIC/LATINXAMERICAN INDIAN/
ALASKA NATIVE

NATIVE HAWAIIAN/
PACIFIC ISLANDER

MULTIRACIALTOTAL RACE &ETHNIC MINORITY

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

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

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

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

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

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

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

2020
Inclusive of Corporate functions, Digital, Capital, International Markets, and Global Research.
4

4.5%

U.S. DATAGLOBAL
DATA

Corporate

GE DIVERSIT Y ANNUAL REPORTHealthcare
ALL EMPLOYEES

31.2%

32.7%

31.2%

FemaleFemaleFemale+3.9%

U.S. DATA

Leadership
Professional
All Employees

+0.6%

+0.7%

3.0%

U.S. DATAPROFESSIONALGLOBALDATALEADERSHIPDisability (U.S.)

9.9%
U.S. Veteran Status

ASIAN

BLACK/AFRICANAMERICANHISPANIC/LATINXAMERICAN INDIAN/
ALASKA NATIVE

NATIVE HAWAIIAN/
PACIFIC ISLANDER

MULTIRACIALTOTAL RACE &ETHNIC MINORITY

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

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

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

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

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

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

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

2020

LEADERSHIP

PROFESSIONALALL EMPLOYEES

19.4%

20.9%

16.7%

FemaleFemaleFemaleU.S. DATA

Leadership
Professional
All Employees

+0.1%

+0.2%

+0.8%

4.0%

U.S. DATAGLOBALDATA

PowerDisability (U.S.)

11.5%
U.S. Veteran Status

ASIAN

BLACK/AFRICANAMERICANHISPANIC/LATINXAMERICAN INDIAN/
ALASKA NATIVE

NATIVE HAWAIIAN/
PACIFIC ISLANDER

MULTIRACIALTOTAL RACE &ETHNIC MINORITY

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

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

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

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

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

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

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

2020
Inclusive of both the Gas Power and Power Portfolio businesses.

LEADERSHIP

PROFESSIONALALL EMPLOYEES

21.7%

22.0%

17.4%

FemaleFemaleFemale+0.5%

U.S. DATA

Leadership
Professional
All Employees

+0.8%

+0.7%

3.1%

U.S. DATAGLOBAL
DATA

Renewable Energy

Disability (U.S.)

10.5%
U.S. Veteran Status

ASIAN

BLACK/AFRICANAMERICANHISPANIC/LATINXAMERICAN INDIAN/
ALASKA NATIVE

NATIVE HAWAIIAN/
PACIFIC ISLANDER

MULTIRACIALTOTAL RACE &ETHNIC MINORITY

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

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

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

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

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

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

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

2020

GE DIVERSIT Y ANNUAL REPORT

5

Equal Pay for All“Our goal is 100%
pay equity in eachof our businesses
as we continue on
our journey towards
a more diverse,
inclusive, andequitable workplace
for all employees.”

At GE, we are proud of our long-standing commitment to fair andcompetitive pay practices. Being transparent about our progress is a
critical component to driving a more inclusive culture and helping us
attract and retain top talent.

Achieving 100% Pay Equity
Here are the three key steps we are taking to achieve and drive pay
equity across GE:

Our compensation
philosophy reinforces
GE’s culture of respect
and fairness.

– KEVIN COX
Chief Human Resources Officer, GE

We establish
consistent pay ranges
and structured bonus
plans that promote
employee engagement
and high performance.

We review pay on aregular basis to ensure
our pay practices
are competitiveand equitable.

M AIN TAINING PAY EQU IT Y I S A
P RIORIT Y FO R GE .

1

% Onmenaverage,
and women

We will continue to monitor andcommunicate our pay equity
results on an ongoing basis.
We believe this practice will
drive accountability and theright outcomes.

performing similar
work are paid
within one percent
of each other ineach GE business.

Based on 2021 Salary Data
Our pay equity results include gender and U.S. underrepresented minorities. For example, in our Renewable Energy business, women
performing similar work make on average 99% of what men make. Furthermore, U.S. underrepresented minority employees performing
similar work make on average 102% of what non-underrepresented minority employees make in our Renewable Energy business.
AVIATIO N

CO RPO R ATE

H EA LT HC A R E

P OW E R

R E N E WA B LEE N ER G Y

99%

99%

100%

102%

2021 GLOBAL DATA
Gender Pay Equity

100%

99%

100%
2021 U.S. DATA

U.S. Underrepresented Minorities Pay Equity

100%
6

101%

GE DIVERSIT Y ANNUAL REPORT

100%

Meet Our Business Chief Diversity Officers
Brandi Thomas

Joe Allen

Neenu Sharma

GE

AVIATION

DIGITAL

Brandi began her career at GE throughits Financial Management Program andCorporate Audit Staff. After working as
the V.P. for Corporate Audit at Delta Air
Lines and Chief Audit Executive at Uber
Technologies, Inc. she returned to GE as
V.P. and Chief Audit Executive. In her roleas Chief Diversity Officer for GE, Brandi
promotes diversity, equity, and inclusion for
all GE employees, and supports community
engagement, diversifying GE's supplierbase, and strengthening GE's Employee
Resource Groups (ERGs). Brandi serves asa Board member of the Atlanta Instituteof Internal Auditors and is co-founder andChair of the Board of The Generational
Wealth Foundation. She speaks regularly on
matters of diversity and inclusion in business,
audit, and technology. Brandi also serves as
Chairwoman of the Audit Committee on the
Board of Directors of Serta Simmons Bedding.

An experienced finance professionalwith a passion for his community, Joejoined GE in 1989 as part of GE’s Financial
Management Program. He has held
several progressive financial leadershiproles across many GE businesses, servedon the GE Corporate Audit Staff, andhelped pioneer GE’s shared service
organization, Global Operations. As GE
Aviation’s Chief Diversity Officer, Joeleads the creation and implementationof the business’s diversity program andestablishes institutional accountability
and methods for measuring progress.
Joe is active in the Cincinnati community,
lending his expertise and insight toseveral non‑profit organizations. He also
serves as the Cincinnati City Lead for the
Next Engineers program.

In her 14 years with GE, Neenu has
held various marketing and sales roles,
working on projects globally in Germany,
Brazil, and the Middle East. She has agreat track record of working acrossthe organization to achieve importantresults. Neenu serves as Chief Diversity
Officer and Vice President of Brand
and Corporate Communications forGE’s Digital business. As CDO, Neenu
establishes operational goals andpriorities related to inclusion and diversity
and provides leadership to achieve thosegoals. In her community, Neenu serves
on an equity squad that works with thelocal school’s administration, teachers,
and parents to promote the needs ofminority students.

WHY IS DIVERSIT Y, EQUIT Y, AND INCLUSIONIMPORTANT TO YOU?

HOW IS AVIATION MAKING STRIDESIN ITS INCLUSION AND DIVERSIT Y
PRIORITIES?

WHAT’S ONE I&D ACCOMPLISHMENTTHAT DIGITAL HAS MADE IN THE PASTYEAR THAT YOU’D LIKE TO HIGHLIGHT ?

“We have made good progress with our
inclusion and diversity efforts, but there’s
more work to be done. With a focus on
our employees, communities, suppliers,
and customers, we continue to make
improvements in the areas of external
diverse recruiting, leveraging lean tomitigate bias in business processes, anddevelopment and promotion of learning
opportunities through the lens of inclusion.”“2021 was GE Digital’s ‘Year of Belonging.’
Through the leadership of our Employee
Resource Groups and partnership acrossour HR community, we have made huge
improvements in our Belonging scores acrossour diverse populations. We also launched our‘Belonging @Work’ podcast and hosted ourinaugural ‘Diversity & Inclusion Week’ in July,
highlighting ‘5 Steps for Building an Inclusive
World that Works for Everyone.’”"I have been in so many rooms where I was oneof a handful of people of color. I have been insituations where I was invited to the table, but
I didn’t feel included in the discussion. My best
ideas stem from collaborating with people ofdifferent backgrounds and ways of thinking.
These experiences have inspired me to be an
enabler for diversity, equity, and inclusion. It’s
my role as a leader, and now as a CDO, to createa workplace culture where each person feels
they are valued for who they are. Only then canthey truly do their best work yet."

GE DIVERSIT Y ANNUAL REPORT

7

Luiz Verzegnassi

Tanya E. Spencer

Seth Smiley-Humphries

HEALTHC ARE

POWER – GA S POWER

POWER – GE HITACHINUCLEAR ENERGYLuiz brings more than 25 years ofexperience to his dual role as President andCEO of GE Healthcare Services and Chief
Diversity Officer for GE Healthcare. He
oversees the development and executionof its service offerings and operations
globally. He also establishes goals andpriorities related to inclusion and diversity
and provides leadership to achieve thosegoals in partnership with HR, seniorleadership, and Employee Resource Groups(ERGs). Luiz is a passionate leader witha reputation for delivering results anddeveloping talented teams. He believes one
of GE Healthcare’s top business priorities
is to foster a culture where everyone isrespected and heard.

Tanya joined GE 29 years ago with a degree
in electrical engineering from Tuskegee
University and a passion for people andtransformation. She has excelled indriving results and inspiring teams acrosssix different GE businesses working inlocations ranging from the Southeastern
United States to Sub-Saharan Africa. Tanya
is well-versed in implementing strategies
and sparking change that positively
impacts business outcomes. Tanya serves
as Chief Diversity Officer for GE Gas Power.

As Chief Diversity Officer for GE Hitachi
Nuclear Energy, Seth develops andimplements strategies, programs, policies,
and metrics to engage, develop, retain,
and attract a diverse workforce. Sethhas spent more than two decades inhuman resources and finance in various
sectors, including technology, healthcare,entertainment, and energy. Leveraging thisextensive experience, Seth has designed
diversity and inclusion roadmaps forseveral organizations. Seth is excited tolead GE Hitachi Nuclear Energy’s efforts
to foster inclusion and promote a sense of
belonging across the business.

HOW IS HEALTHCARE MAKING INCLUSION
AND DIVERSIT Y A PRIORIT Y?

HOW IS GAS POWER MAKING STRIDESIN ITS INCLUSION AND DIVERSIT Y
PRIORITIES?

WHY IS DIVERSIT Y, EQUIT Y, AND
INCLUSION IMPORTANT TO YOU?

“It starts at the top. Our global Inclusion &Diversity Council is focused on awareness,accountability, aligning our talent anddiversity priorities, and strengthening
belonging. For example, we provide
Unconscious Bias training to all employees
and begin events with inclusion and diversity
learning moments. We have also incorporated
inclusion and diversity into our management
system, updated hiring practices to reflect ourintention to find the best, diverse talent, andexpanded efforts to develop diverse talent.
Beyond this, our ERGs are effective allies toensure I&D remains a priority.”
8

GE DIVERSIT Y ANNUAL REPORT“Through ‘Courageous Conversations’ ledby our senior leadership team; culturalawareness outreach to our global
communities that included training for
approximately 90% of our professional
workforce on bias and having toughconversations; and more than 1,000 individualinterviews with diverse populations most at
risk for attrition. Our focus on processes andprograms has helped lay the foundation for
how we will drive a more diverse and inclusive
workforce to innovate for the tough challenges
we are facing in the energy transition.”“My dad instilled in me the importance ofdignity and respect for others. That stuckwith me and as I got older, I wanted a safe
and supportive work environment to cometo as a gay man. My passion was amplified
when I fell in love with a man who was Black.
I saw the world through a different lens andexperienced the world in a way that changed
me and challenged me to be better. Today, I do
it for my 6-year-old son who is Black, White,
and Indigenous to Central America. Creating aworld that’s equitable, fair, and just for him is
nothing short of awesome.”

Alma Batista

Allison Pineau-Good

Angelica Tritzo

POWER – POWERCONVERSION

POWER – S TEAM POWER

RENE WABLE ENERGYAs Chief Information Officer for GE Power
Conversion, Alma leads the business’s
information technology organization.
She drives IT strategy, program
implementation, and support operations
for the business, while also supporting
the professional growth and developmentof her team. She is a strong leader who
delivers results, which are valuable
qualities that Alma brings to her additionalrole as the Chief Diversity Officer for
GE Power Conversion. Alma joined GE
24 years ago and has served in roles ofincreasing responsibility with GE Capital,
GE Energy, and GE Power Conversion.

As Chief Compliance Officer for GE
Steam Power, Allison is a key voiceof integrity, ensuring laws and GE’s
Spirit & Letter are respected. Her focus ison preventing issues (awareness trainings,
communications, and embedded controls),
detecting when mistakes happen,
and responding quickly. She provides
leadership, domain expertise, and partners
with multiple stakeholders across thebusiness. As Chief Diversity Officer, Allison
leads the creation and implementationof the business’s inclusion and diversity
program and establishes institutional
accountability, policy equity, and methods
for assessing progress. Allison believes
a strong focus on inclusion and diversity
ensures everyone can bring their authentic
self to work every day.

An IT senior executive with more than
20 years of experience, Angelica servesa dual role as Chief Information Officer
and Chief Diversity Officer for GE
Renewable Energy. Angelica leads thedigital transformation of GE Renewable
Energy and the evolution of how IT works.
This includes redesigning processes andleveraging innovation, technology, andautomation to create a more efficient andforward-thinking organization. As Chief
Diversity Officer, Angelica partners withleadership and people leaders to create
and implement initiatives around ensuring
a diverse workforce and fostering a cultureof inclusion.

HOW IS POWER CONVERSION MAKINGINCLUSION AND DIVERSIT Y A PRIORIT Y?

WHAT’S ONE INCLUSION AND DIVERSIT Y
THEMED HIGHLIGHT THAT THE STEAMPOWER BUSINESS HAS ACCOMPLISHED IN
THE PAST YEAR?

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

“In Power Conversion, we have an appreciation
for the challenges that must be solved toelectrify the world. For us to create thesesolutions we are building a workplace thatembraces diverse thought and enables all tocontribute their ideas equally.”“Female empowerment has been a key
inclusion and diversity accomplishment in
Steam Power. We started off by leveraging
a lean Problem-Solving Report on female
attrition, issuing an intentional ‘Inclusion &Diversity Hiring Guideline’ ensuring diverse
candidates and a diverse interview pool,
implementing pay equity adjustments, andfinishing third place for Women in Nuclear
at Fem Energia 2021. This resulted in ameasurable increase in the executive bandfemale population.”“Diversity, inclusion, and equality are criticalvalues for society and key elements fora successful business. Every leader must
become an ally and conscious sponsor
in moving the company towards a more
inclusive environment. I believe in being
very intentional when you want to make adifference, so I stepped up and accepted thechallenge. Personally, this has provided mewith a new set of eyes to always consider
other points of view and to reinforce mycommitment to a better environment for all.”

GE DIVERSIT Y ANNUAL REPORT

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

ASIAN PACIFIC ALLIES & FRIENDS(APAF)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 todriving transformative growth.

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 closely with
API students interested in pursuing
GE careers.

GREEN TEAM NET WORK (GTN)HISPANIC FORUM (HF)

Through education, action, andbest practice sharing, the Green
Team Network takes a grassroots
approach to supporting andfurthering GE’s sustainability
goals, including GE’s commitment
to achieve carbon neutrality in its
operations and facilities by 2030.
Members work across businesses,
locally, regionally, and nationally, toconnect and align objectives aimed
at lowering GE’s carbon footprint.

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 enabling strong
networks and alliances across
ERGs. HF draws upon the talents
and passions of its members to
explore and share Hispanic culture,elevating important conversations
on social and economic issues, aswell as community support.

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 anddevelopment, the Veterans Network
was established in 2009 to make GE
an employer of choice for veterans,
reservists, and guardsmen. The
Veterans Network creates a GE
community of veterans and veteranleaders to support and encourage
the career development and growthof 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,
the Women’s Network helps
develop leaders who are better
prepared for careers success and tohelp the company grow.

For 30 years, GE’s Employee
Resource Groups (ERGs) haveadded value to our colleagues andbusinesses by helping to engage anddevelop the diverse talent needed tobuild a world that works. These arecommunities built on common
backgrounds and experiences thatwelcome all employees to learn,connect, advocate, and foster a senseof belonging.

DISABILIT Y ADVOCACY NET WORK(DAN)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.

10 GE DIVERSIT Y ANNUAL REPORTAfrican American/Affinity Forum: 30 Years and Rising2021 was a milestone year for GE’s oldest Employee Resource
Group (ERG), the African American/Affinity Forum (AAF). Born outof activism and Black excellence, the AAF celebrated 30 years bypaying homage to its past and reinvigorating its commitment todrive transformative growth.

Attendees also heard from GE’s dynamic group of business Chief
Diversity Officers and allies. Their panel discussion covered thepower of speaking up and not remaining silent when faced withinjustice, what they have learned in their roles, and how they are
driving inclusion and diversity in their respective organizations.

The AAF origin story reads much like a grassroots movement, withmany people coming together to create a dialogue on diversity at
GE. Lloyd Trotter, former Vice Chairman of GE, was tapped to leadthe effort, forging conversations with and among GE’s leaders tospark change. The AAF was born out of these conversations withthe charter to attract, promote, and develop diverse talent acrossthe company.

“The landscape has changed but theneed for how we help each other, how
we further each other’s careers, hasn’tchanged at all.”
As a founding member of the AAF and GE’s first African American
senior officer, Lloyd was invited to speak at the AAF annual
symposium and 30-year celebration this past October. He
applauded the work AAF has done and encouraged the group tocontinue, saying, “The landscape has changed but the need for how
we help each other, how we further each other’s careers, hasn’tchanged at all.”
Lloyd was joined by current AAF champions, including President &CEO of GE Aviation Services Russell Stokes, to reflect on the group’s
impact, its sense of community, and the importance of allyship.

Lloyd Trotter, GE’s first
African American senior
officer, spoke at the2021 AAF Symposium.
Lloyd is a former vicechairman and executive
vice president for GE.

The 2021 AAF Symposium’s Rising Leaders Panel.
Clockwise from top left: Brandi Thomas (GE CDO), Arnyah
Brown‑Countess (GE Research), Jillian Sanders (GEHealthcare), Dom Everett (GE Aviation), Jordan Richardson(GE Gas Power), and Mark White (GE Renewable Energy).

To open a dialogue on how AAF can build and evolve to meetthe needs of younger talent, the symposium included a “Rising
Leaders” panel moderated by Brandi Thomas, GE’s Chief Audit
Executive and now also Chief Diversity Officer. Brandi was joinedby five early career professionals from different GE businesses fora discussion about working at the company, opportunities, andworkplace culture.
“Recruiting, retaining, developing, and promoting African Americans
within the company – that’s the AAF focus now and for the next 30
years,” said Tanya Spencer, Chief Diversity Officer for GE Gas Powerand former AAF Operating Leader. “While priorities may change andthe business landscape may alter, our commitment to growing anddeveloping employees will not.”“While priorities may change and thebusiness landscape may alter, ourcommitment to growing and developing
employees will not.”“Thirty years is a great accomplishment,” said Russell. “I have beenwith the company for 25 years and I would not be where I am today
without my AAF family. There are so many people in the AAF family
that I owe such gratitude to for helping me through challenging
times, for believing in me, and challenging me.”In addition, the AAF is a supporter of local communities, partneringwith many organizations that promote Black/African American
excellence and minorities in STEM. Since 1995, the AAF has
generated $2.4 million for scholarships for college students, easing
the financial burden for many students.

Much of the 2021 symposium focused on how taking big swings
can drive transformation. During the symposium, GE Chairman &CEO Larry Culp shared insights on getting outside of your comfort
zone and GE’s Chief HR Officer Kevin Cox to spoke about fulfilling
potential and achieving your career aspirations.

“With AAF outreach we have the opportunity to grow and influence
the next generation of talent – young, smart, driven individuals whowill shape the future of industry,” added Shawn Warren, V.P. andGeneral Manager with GE’s Military Systems Operation and former
AAF Operating Leader. “We are excited to see what tomorrowholds and look forward to continuing to advocate for diverse talent
at GE and beyond.”

GE DIVERSIT Y ANNUAL REPORT 11

Introducing… Next Engineers
Increasing the diversity of young people in engineering; that’s thegoal of Next Engineers, a new global college-readiness program
offering hands-on opportunities to empower the next generation ofyoung, diverse minds to build a better future, wherever their careers
take them.
In 2021, GE launched Next Engineers in four communities globally:
Cincinnati, Ohio and Greenville, South Carolina in the U.S., alongwith Stafford, U.K. and Johannesburg, South Africa. The program
comprises three levels of learning for students on their paths toengineering studies:• Engineering Discovery: Students (ages 13 to 14) build
awareness about what engineers do through a variety of short,
exploratory sessions led by GE engineers. Volunteers delivercreative, hands-on activities in the classroom or community toinspire young people and expand their understanding of whatengineering is all about.

• Engineering Camp: Students (ages 14 to 15) are immersed in
the engineering process through a week-long camp experience.
Students interact with experienced engineering faculty, staff, andbusiness leaders as they complete design challenges inspired byreal‑world scenarios, building an identity as aspiring engineers.
• Engineering Academy: Over three years, students (ages 15 to18) learn to think and act like engineers and prepare to advanceto post-secondary education. With over 80 hours per year
outside of school, the Academy includes a series of immersive
design challenges, career coaching, and college-readinessworkshops to equip youth with the skills they need to build
an engineering identity and career. Students who complete
the Academy and enroll in a post-secondary engineering
degree program will receive a partial scholarship from the
GE Foundation.
Next Engineers is a program of the GE Foundation, an independent
charitable organization funded by GE. The GE Foundation has
partnered with FHI 360, an international nonprofit, to implement
the program globally. Learn more and follow our journeyat www.nextengineers.org.

GE Named Company of theYear by the Society of Hispanic
Professional Engineers
The Society of Hispanic Professional Engineers (SHPE) is thelargest association in the U.S. for Hispanics in science, technology,
engineering, and math (STEM) fields. In 2021, GE was honored to be
named SHPE’s Company of the Year.
SHPE’s vision is “a world where Hispanics are highly valued andinfluential as the leading innovators, scientists, mathematicians,
and engineers.” SHPE offers training, mentorship, andprogramming to more than 13,000 members, including highschool students, undergraduate and graduate students, as wellas professionals.
The 27-year relationship between GE and SHPE pre-dates theformation of the Hispanic Forum (HF), an Employee Resource
Group (ERG) within GE aimed at increasing Hispanic and Latinx
representation and fostering opportunities for career growth.
SHPE and the HF complement one another, with the HF providing asimilar sense of community and support for GE employees.
GE is a member of SHPE’s Industry Partnership Council (IPC), which
comprises top national companies that are committed to diversity
and inclusion. In this capacity, GE has supported SHPE’s year-roundprograms, shared industry perspectives, and helped members
prepare for professional careers. GE employees also speak on SHPE
panels, partake in local events, and help recruit SHPE members.

12 GE DIVERSIT Y ANNUAL REPORTGE accepts the SHPE Company of the Year Award.
Pictured from left to right: Daniel Caratini (GE Aviation),
Juan Alvarez (GE Aviation), Susie Robinson (GE Aviation),
Mike Barber (former GE CDO); Tony Denhart (retired),
Carlos Roman (GE Renewable Energy), and Alvaro Corena(GE Renewable Energy).

Daniel Caratini is a Chief Consulting Engineer for GE Aviation and
Co-Operating Leader of the Hispanic Forum. He also serves as GE’s
Executive Sponsor of SHPE Recruiting. Having been an active SHPE
member while at the University of Puerto Rico, Daniel understands
the association’s impact firsthand.
“SHPE serves the needs of the Hispanic community and throughpartnership with companies like GE, provides individuals withthe connections, opportunities, and tools to lift them up both
personally and professionally,” said Daniel. “As a result, SHPE isbuilding a more diverse workforce and connecting Hispanic talent
to global and national companies.”

M EE T SO ME O F O UR N E X T ENG INE ER S’ VOLU NT EE R S

Cincinnati, Ohio – Next Engineers Cincinnati is a partnership
between the GE Foundation, GE Aviation, and the University ofCincinnati. Together they are investing in Cincinnati’s youth byhelping students explore the world of engineering.

Greenville, South Carolina – The GE Foundation, GE Renewable
Energy, GE Gas Power, and Clemson University PEER &WISE have joined forces to launch Next Engineers Greenville.
Volunteers are inspiring the next generation of engineers to build
a more creative and sustainable world.

AM IT GO DBO LE
Senior Product Cost/
Pricing Manager
GE Aviation, Cincinnati
Volunteer

G R I S ELDA P R UN EDA
Senior Engineering Manager –Product Definition
GE Gas Power, Greenville
Volunteer“I love the structure of this program - igniting interest throughEngineering Discovery and mentoring and supporting the diverse
talent through the Engineering Camp and Academy is powerful. I
see the joy in the eyes of students when they build, analyze, andlearn through hands-on projects. This program also provides agreat platform for GE volunteers to give back to the communities
they live in and build the pipeline for the next generationof engineers.”“I decided to volunteer with Next Engineers as a way to support
the youth in my community and to remind students that they
have a right to dream big. It is an honor to be part of a programthat allows volunteers to share our diverse career experiences
and to hear from students about what is important to them. We
hope that this program will empower students with informationand serve as an inspiration so that as each one of the students
begins to write the story of their life and their careers, they are theones holding the pen.”Over the last five years, GE has hired more than 200 interns
from through the SHPE National Convention. A number of these
individuals went on to join GE leadership development programs,
which are multi‑year, skills‑building rotational programs.

Hispanic Forum Celebrates 25 Years

Mike Barber, GE’s former Chief Diversity Officer (retired), accepted the
SHPE Company of the Year award on behalf of GE this past November.
During his remarks Mike said, “This award is a marker of the progress
we are making in increasing the diversity of young people in STEM
fields, and in ensuring that the future for Hispanic talent is bright.”“This award is a marker of the progress
we are making in increasing the diversityof young people in STEM fields, and inensuring that the future for Hispanic
talent is bright.”
GE also took the opportunity to announce that the GE Foundation
will fund $10,000 STEM scholarships for 22 students through SHPE.
These will be awarded over the next two years, further cementing
GE’s commitment to creating a diverse talent pipeline to propel amore inspirational and inclusive workplace.
The SHPE and GE collaboration continues to make a difference
thanks to the hard work and dedication of the greater SHPE teamand the unique and valuable relationships forged by members of the
GE-SHPE Recruiting Team.

GE’s celebration of Hispanic Heritage Month included something
extra special in 2021. It coincided with the 25th anniversary of
the Hispanic Forum (HF), one of the first Employee Resource
Groups (ERG) at GE. Working to increase Hispanic and Latinx
representation and foster opportunities for growth, the HF’s impact
can be felt both inside and outside the company.
The group was officially recognized as an ERG in 1996. Since then,it has grown to more than 4,000 members. For its members, theHispanic Forum has served a number of purposes.
“The Hispanic Forum delivers a sense of community; a placeof belonging, especially for those who may be new or feelingout of place,” said Daniel Caratini, Chief Consulting Engineer
for GE Aviation and HF Co-Operating Leader. “I think of myown experience moving from Puerto Rico, to Michigan, toSouth Carolina. The Hispanic Forum connected me with people
from similar backgrounds who showed me the area and helped me
settle. It became my home away from home.”
Alvaro Corena, CIO for GE’s Onshore Wind business and HF
Co-Operating Leader, echoed Daniel’s insight, adding that,“The Hispanic Forum enables us to expand our warm andwelcoming culture into the workplace. We draw on the talents andpassion of our members to explore and share the Hispanic andLatinx culture.”

GE DIVERSIT Y ANNUAL REPORT 13

M EE T SO ME O F O UR NE X T E NGINE E RS’ VO L U NTE E RS

Stafford, United Kingdom – Next Engineers Stafford is a partnership
between the GE Foundation, GE Grid Solutions, and Connectr.
Their investment in Stafford’s youth will help develop the diverseand creative engineering talent of tomorrow.

Johannesburg, South Africa – Future engineers in Johannesburg
are exploring the discipline thanks to the partnership of the
GE Foundation, GE South Africa, and the Programme forTechnological Careers (PROTEC).

N ICO L A MURPHY
Senior Engineering Manager –Product CareGE Renewable Energy,
Stafford Volunteer

S T E FA N LUD I C K
Director of Project Management(Sub-Sahara Africa, Middle East,
Northeast Africa & Turkey)
GE Healthcare,
Johannesburg Volunteer“Next Engineers is an amazing opportunity for young people in thelocal area, and as a volunteer I also have the opportunity to giveback to my community and share my passion for engineering. Forme, it’s a way of providing the next generation a chance to havethe same ‘light bulb moment’ I had when I was younger, where
they realize their favorite school subjects, hobbies, and passions
might align with a career in engineering. A program like this is agreat way for the GE Foundation to invest in our local community
and to make a real impact on the lives of young people.”“What a great opportunity to be part of Next Engineers
and be involved in the development of the next generationof professionals and leaders. This program outlines all therequirements you need to build a solid foundation to startbuilding a career in engineering. I’m proud to help this next
generation see that anyone can engineer a better tomorrow, nomatter your background.”A big focus for the Hispanic Forum is professional development,
offering leadership guidance, mentorship, and networking
opportunities. This culminates in an annual National Leadership
Summit, where members from local HF hubs can connect andreflect on the ERG’s value and impact, and attendees can partakein career growth workshops.

The Hispanic Forum at GE remains
committed to developing, retaining, andproviding career opportunities to the
Hispanic and Latinx communities.
More than 575 GE employees attended the 2021 Virtual Summit
this past September. The three-day event included leader andsponsor presentations, panel discussions, and breakout activities.
It was also a celebration of the Hispanic Forum’s 25 years.

Hand-in-hand with community support is fundraising for education
scholarships. The group’s more than ten-year relationship with
the Hispanic Scholarship Fund (HSF) has resulted in more than
$800,000 (USD) raised and more than 230 students supported. A
leading non-profit in the Hispanic community, the HSF provides
scholarships, career services, and leadership development to
students across the U.S.
The Hispanic Forum at GE remains committed to developing,retaining, and providing career opportunities to the Hispanic andLatinx communities.

GE Girls: Diversity is the
Key to Innovation
By introducing participants to a wide variety of STEM subjects
through real life applications, the GE Girls initiative aims toshow a diverse set of young talent that they can do anything
they put their minds to.
The GE Girls initiative began 10 years ago as a STEM
accelerator program, introducing middle school-aged girls
from diverse backgrounds to STEM concepts in an engaging
and relatable way.

Another critical mission of the HF is community support. The group
fosters strong partnerships with organizations and community
non-profits that support the greater Hispanic and Latinx
communities and promote talent development. One of thoseorganizations is the Society of Hispanic Professional Engineers(SHPE), a relationship that’s further detailed in this report.

14 GE DIVERSIT Y ANNUAL REPORTGE Girls is on a mission to capture hearts and minds at a pivotal
moment. “Our mission is to ignite and maintain the interest of
middle school girls in science, technology, engineering, and math,”
Agnes Berzsenyi, Executive Sponsor & Co-Founder of GE Girls says.
“Our goal is really to encourage these girls to pursue STEM related
subjects during high school and higher education with the hopethat they will pursue careers in the field of STEM.”

Raised by two engineering-minded parents in Hungary, Agnes
says STEM was always a part of their everyday life. “For us to solve
math problems around the kitchen table or talk about science andphysics was actually quite normal,” she says. Through GE Girlsand her role as the President and CEO of Women's Health & X-Ray
at GE Healthcare, Agnes has made it her life’s work to improve
women's position in the technology science and engineering fields
at large.
For Agnes, the reason for such a push is simple: Diversity numbers
among STEM professionals are not where they need to be. “I haveseen in GE Healthcare firsthand that when we have more diverse
teams, teams are much better at problem-solving. They also bringmore creative ideas and innovations to the table. To enable suchteams, we have to engage girls with STEM earlier.”
GE Girls relies on the collaboration of GE volunteers, local school
districts, partners, technical universities, and colleges to help run
the one-week program but the results can last a lifetime. In justone week, the girls get a firsthand opportunity to do all kinds offascinating projects, from programming and coding to 3D printing
and CAD modeling, instilling technical as well as leadership skills
and a new kind of inspired confidence.
Elizabeth Ivy Johnson has been with GE for over 18 years andhas volunteered as a co-leader of the GE Girls summer camp in
Washington, D.C. for the past six. “As a co-leader of the GE Girls
summer camp, we've been privileged to work with a bunch ofdifferent organizations in the D.C. area.” For her, the program’s
benefits can immediately be felt when seeing the participants’ levelof excitement.

At GE, Elizabeth leads a field-based team of clinical applications
specialists who work to demonstrate the capability of GE
ultrasound products and support customers. And yet for her, arewarding career in STEM wasn’t always in the cards. “I didn't
always know that I wanted to be a mechanical engineer,” Elizabeth
said. That changed following an internship with the mechanicalengineering department in a NASA-affiliated program at Florida
International University. She added that, “Working alongsidegraduate engineering students and talking to them about potential
careers really opened my eyes to the opportunities that a careerin STEM – and specifically for me, mechanical engineering – could
afford me.”Take it from Elizabeth, STEM professionals aren’t made in a
vacuum — they are made by fostering curiosity, tearing down
preconceived limitations, and providing positive role models these
GE Girls can follow the example of. “Being a woman in a technicalfield with a technical background, I didn't make it here on my own,”
Elizabeth says. “I think it's extremely important that our middle
school girls can see themselves in our profession. GE Girls helps
them see the possibility that they too can be the engineers andscientists, the world needs.”

Watch this video to learn
more about GE Girls.

A Lean Approach to
Inclusion and Diversity
GE’s inclusion and diversity priorities are focused on driving
transparency, accountability, and community, with anunderstanding that meaningful change here is data driven. Reliabledata helps tell the story and lay the groundwork for improvements.

“GE Girls helps them see
the possibility that they too
can be the engineers andscientists the world needs.”- ELIZABETH IVY JOHNSON“When we put experiments in front of them, they get super excited,
they are so curious,” Elizabeth says. “They ask a ton of questions,and I really can see the future of our STEM pipeline.” While thesummer camp program is centered on immersing participants inthe many different applications of STEM, it also instills leadershipskills as well as builds confidence.
When asked about her favorite part of the program Agnes isquick to talk about the last day of camp. “We bring the campers
together with their parents and teachers and ask them, ‘what did
you learn?’” she explains. “When you hear from girls that theirconfidence has improved and that they now have this can-do
attitude that they see themselves as engineers or scientists, it isjust truly an amazing experience.”

GE is scaling lean companywide with an eye towards continuous
improvement in how we operate. It’s touching every area of thecompany, including diversity. Looking at diversity data througha lean lens enables us to tackle challenges more objectively; we
identify problems, determine root cause, and develop action plans
for sustainable change. Here are three examples of how GE is usinglean to tackle inclusion and diversity challenges.
GE Healthcare: Setting a strategy to increase
underrepresented minorities in leadership roles (U.S.
and Canada)
Underrepresented minorities (U.S. and Canada) in executive
leadership roles at GE Healthcare has increased two percent
from the beginning of 2020 to the end of 2021. To further increase
representation, GE Healthcare assembled a cross-functionalteam to dig into the data and leverage lean tools to make
operational improvements.
They began with a problem solving report (PSR), a lean tool to getto the root cause of a challenge. It starts with looking objectively
at all the data. The Healthcare team found that their biggest
opportunity was in hiring; improving the ways they attract, recruit,and hire underrepresented minorities.

GE DIVERSIT Y ANNUAL REPORT 15

They used pareto analysis, a visual mapping technique, to identify
and categorize shortcomings. They validated these points by “goingto genba,” a lean tool that brings you to the actual place where thework happens. The GE Healthcare lean project team connectedwith managers, asking them about their inclusion and diversity
challenges. From there, the team drilled down to the roadblocks
that were preventing GE Healthcare from improving the numberof underrepresented minorities (U.S. and Canada) in executive
leadership roles.
Most recently, the team set two action plans to drive sustainableimprovement. The first is to ensure diverse talent has equitable
opportunity and that each open role is met with a diverse slate ofcandidates. To achieve this the business set clear ratios for internal
succession plans, stepped up proactive recruiting, and increased
the candidate referral incentive for GE’s Employee Resource
Group (ERG) members. The business also established additional
partnerships with external recruiting partners to source talent
at all levels.
The second is to ensure GE Healthcare’s interview panels
themselves are made up of a diverse group of employees.
This means utilizing employees from a range of backgrounds andexperiences, leveraging ERG talent when necessary. Of course,
promoting and retaining diverse talent also remains top of mind forthe business.
GE Healthcare has committed to increasing underrepresented
minorities in executive leadership roles and hopes to reach 13% by
the end of 2023, based on its current data and the overall market
availability of talent according to the U.S. Census and the U.S.
Bureau of Labor Statistics.
Delivering a more equitable employee experience across GE
In 2021, the Chief Diversity Officers from GE’s businesses kicked
off a lean project focused on developing standard work to enhancethe effectiveness of GE’s managers. The goal is to arm managers
with standardized processes, tools, and resources to engage andempower high-performing, diverse teams.
The first step for the project team was to drill down to root cause
by going to genba. Speaking with managers representative ofmultiple countries and GE businesses, the team uncovered that the
expectations for managers were not always consistent, resourceswere duplicative, hard to locate, or unavailable, and managers
wanted simplification.
The team created a value stream map (VSM) to map the entire
employee experience, identifying the places where managers have
impact. Then, the team went back to genba to determine where
guidance would matter most.
This led them to the creation of an intuitive framework, focused on
recruitment, growth, and engagement/retention, and five manager
expectations: 1) Get to know employees, 2) Communicate andconnect with employees, 3) Grow, coach, and empower, 4) Giveauthentic appreciation, and 5) Take care of yourself.
This framework also establishes the actions to achieve these
expectations and identifies resources to execute those actions.
The standardized resources developed include guidance on how toengage employees, how to navigate uncomfortable conversations,and how people leaders can prioritize their own well-being.
16 GE DIVERSIT Y ANNUAL REPORT

Next, the framework establishes a regular cadence for managers
in their role as people leaders. The team clarified what actions
should be taken on a daily, weekly, monthly, quarterly, and annual
basis for each expectation. This is known in the lean world as
daily management.
The program has rolled out to 100 early-adopter managers across
GE for additional insights before launching broadly. The end goal
is to empower leaders with a simple framework and resources
to take a proactive role in each employee’s experience, thereby
better ensuring a more equitable employee experience, bolsteringretention, and increasing employee engagement.
GE Gas Power: Standardizing the process formeaningful conversations
Attracting and recruiting diverse talent is a top priority at GE, as
well as retaining that talent to drive increased productivity andengagement. In 2021, GE Gas Power’s Supply Chain and Human
Resources organizations focused on retention during a weeklong kaizen. A valuable lean tool, kaizen is a swift and intenseworkshop where project teams focus on mapping and improving asingle process.
Their process of choice was “stay interviews,” which the teamquickly rebranded as “You Matter Conversations.” These areconversations managers have with their employees to gauge
their happiness, centering on what the organization is doing welland opportunities for improvement. Standard execution of these
discussions had been lost or at best, scattered, in the wake of
COVID-19 and various organizational changes. As the kaizen teamlooked to rework, rebrand, and restart these conversations, they
started with diverse populations.
They defined all the influences on an employee’s experience,
including work and life harmony, sense of belonging,empowerment, trust and confidence, career development
opportunities, among others. From those, they drafted
15 conversation prompts to foster more meaningful discussions.
The intent is that employees receive the list of prompts prior totheir “You Matter Conversation;” they select three strengths andthree opportunities to focus on.
To ensure their utmost comfort, employees are given theopportunity to choose the person they’d prefer to have theconversation with, such as their manager, HR partner, one-overone manager, or member of their local Inclusion & Diversity Council.
The team then went to genba, testing the approach with a small
selection of employees. Feedback on the prompts, timing, andapproach drove further improvements, as did gathering themanager’s perspective. The project team closed out the kaizen by
drafting step-by-step directions and developing an online tool tostore and track results.
While the “You Matter Conversation” was originally developed by
and for GE Gas Power’s Supply Chain organization, early results
have shown their statistically significant impact on attrition. It has
been a success that has resonated within the business and acrossthe company as others look to implement the tool in 2022.

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

Tanya Spencer

Bryan Smith

Lene Mi Ran Kristiansen

Power – Gas Power

Healthcare

Renewable Energy

Tanya is the Chief Diversity Officer for GE’s
Gas Power business and former Co-Operating
Leader of the African American/Affinity
Forum at GE. In this video, she shares her
personal story and perspective on leading
diversity and inclusion.

In this video, Bryan shares how his lifechanged after a motorcycle accident and how
his drive and unique perspective has helped
him thrive despite the new mental andphysical challenges that came with it.

Lene is the Sustainability Leader for GE
Renewable Energy. In this video, sheshares her personal story, her role, andthe importance of representation andinclusion of more women in leadership andengineering roles.

Gabbe Kearney

Andrea (Dre) Clavijo

Jeff Goldmeer

Aviation

Corporate

Power – Gas PowerIn this video, Gabbe shares her story as a
U.S. Air Force veteran, an active member of
the Oregon Air National Guard, and a Military
Officer Leadership Program (MOLP).

In 2021, Dre was recognized in Hispanic
Executive's "Legal Changemakers" issue
for her innovative work revamping GE's
compliance program and code of conduct,known as The Spirit & The Letter. Read more
about Dre's story here.

Jeff is one of GE’s foremost experts on
unlocking energy from natural gas, hydrogen,and other fuels. Read more about his journeyand how he became the co-host of GE Gas
Power’s decarbonization themed podcast,“Cutting Carbon.”Marvin Francis

Lisa Gilkes

Karen Delvecchio

Aviation

Renewable Energy

Healthcare

Marvin has worked in engineering since2006 and is now a staff engineer at GE
Aviation. Read Marvin’s story about why he’s
volunteering with the GE Foundation’s Next
Engineers initiative.

Lisa was only 13 years old when she losther father to a workplace accident. In thisvideo, she courageously shares her story as areminder to us all of the importance of safety
and the impact that our actions can have.

Karen was recently awarded as “Ally of
the Year” by the Pride Alliance Employee
Resource Group at GE. In this video, Karen
shares her personal story behind her drive to
be a better ally, advocate, and sponsor, andthe importance of allyship in the workplace.

GE DIVERSIT Y ANNUAL REPORT 17

General Electric Company
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