2021
Human Rights
ReportOverview

Introduction

02

Introduction:
CEO’s Letter

09

The Human Rights
Challenge for GE

Our Commitment

03

Our Program

Appendices04

06

Introduction:
Human Rights andSustainability Leader Letter

The Human Rights
Challenge for GE

Our Commitment• GE’s Human Rights Journey• The human rights implicationsof our size and scope

11

Our Priorities

Our Program• Our integrated assessment• Due Diligence• Salient risks• Engagement and Remedy• Signature Programs

01 GE Human Rights Report 2021

Our Priorities• Our business

19

Appendices• Policies• Human Rights Enterprise Standard• Training• OversightOverview

Introduction

The Human Rights
Challenge for GE

Our Commitment

Our Priorities

Our Program

Appendices

Introduction: CEO’s Letter

Respect for human rights is vital to our business
Dear Stakeholders
Throughout our 130-year history, GE has helda larger purpose of innovating technology tolift the quality of life for people around theglobe. People have counted on GE to “findout what the world needs… and try to invent
it,” as our founder Thomas Edison famously
said. Our employees serve customers andcommunities in over 175 countries and are
passionate about solving the world’s mostpressing sustainability challenges in energy,
health, and flight.
At GE, we’re also focused on improving our
impact on our people, communities, andplanet. Respecting human rights around theworld has long been a part of our culture ofunyielding integrity and is embedded in ourenvironmental, social, and governance priorities.
We are proud of having been one of the firstglobal companies to issue a corporate humanrights statement in 2006 and of our earlyalignment with the United Nations (UN) Global
Compact. We appointed a dedicated Human
Rights Leader more than 15 years ago who
works with a cross-functional global networkof colleagues to guide GE in our commitment
to respect human rights in our business
operations, products, and relationships withorganizations around the world. And today,
to further enhance transparency to ourstakeholders, we are proud to issue thisReport to share how we run our humanrights program globally.

In 2022, we are laying the groundwork for ourplans to create three independent companies
focused on energy, health, and flight. With acontinued commitment to human rights andsustainability at the core, these companies
are leading the energy transition to drive
decarbonization, developing precision
healthcare that personalizes diagnoses andtreatments, and creating a future of smarterand more efficient flight, which directlyaligns with the UN Sustainable Development
Goals (SDGs).
This is the impact of GE – every day ourpeople rise to the challenge of building a worldthat works, in service of a more connected,
healthier, and more sustainable future.

Respecting human rights aroundthe world has long been a partof our culture of unyielding
integrity and is embedded
in our environmental, social,and governance priorities.

H. Lawrence Culp, Jr.
Chairman of the Board and Chief Executive Officer, GE
CEO, GE Aviation

Our business structure. All essential to modern life

GE Aviation
Shaping the futureof flightC LICK HERE TO
FIND OUT MORE

02 GE Human Rights Report 2021

GE Healthcare
Operating at
the center of an
ecosystem working
toward precision
healthGE Renewable
EnergyLeading the energy
transition

GE Power
Powering lives andmaking electricity
more affordable,
reliable, accessible,
and more sustainable

Overview

Introduction

The Human Rights
Challenge for GE

Our Commitment

Our Priorities

Our Program

Appendices

Introduction: Human Rights and Sustainability Leader Letter

We’ve been innovating to respecthuman rights from the beginning
GE’s Human Rights Journey
Respect for human rights has long been
embedded in the way GE does business.
We issued our first Human Rights Statementof Principles in 2006, during John Ruggie’s
mandate as the UN Secretary-General’sSpecial Representative for Business andHuman Rights. We also engaged closely withProfessor Ruggie and his team to share ourperspective on the proper scope and structureof the UN Guiding Principles on Business andHuman Rights (“Guiding Principles”), which
we embraced soon after they were endorsedby the UN Human Rights Council and whichbecame the cornerstones of our program.
Since then, we have been at the forefront of
the drive to integrate human rights in business.
We have a rare appreciation of the challenges
global companies face when embedding
respect for human rights in practice.
We appreciate the opportunity to share thisReport to provide a deeper look into how
we implement our human rights program toaddress human rights risks across our value
chain. It details our core principles and how
we implement them as core to our operations
globally. Applying lean principles, which arefoundational to our management culture, we
continue to work to improve our processes
and program through structured problem
solving. We understand that actions speak
louder than words, so we focus on examples
of how our employees work every day tofurther our human rights commitments.

As we work on our plan to form three new,independent companies, our steadfast
commitment to integrity, lean, and respectfor human rights remains embedded in
our people, places and operations.
A strong sustainability and human rights
program is critical to our mission. It is also
professionally and personally important toour employees, communities, customers,
investors, and business partners. We strive
for transparency with our stakeholders tohold ourselves accountable and to drive
continuous improvement.
We are thankful and grateful to ourstakeholders and our former human rights
and sustainability leaders for their invaluablerole in helping us chart and advance theprogram. From GE’s inception to today, doing
what is right for the communities we serve
has always inspired us.

Tran Che
Global Human Rights Counsel

Roger Martella
Chief Sustainability Officer

Moments on our journey
GE begins Supplier Responsibility Governance program

2002 (See Our Program: Due Diligence)

2005 GE issues Citizenship Report
As we worked with the Business
Leaders Initiative for Human Rights
and met with John Ruggie and his
team from the United Nations, we
knew what GE could bring to thetable – a well-developed set ofinternal measures and compliancemechanisms. For any humanrights initiative to work within our
Company, it had to be defined,measured, and integrated withexisting compliance programs.
This perspective informed our
discussions with John Ruggie’s
teams as they drafted the Guiding
Principles on Business andHuman Rights.
Mark Nordstrom(former GE Human Rights Leader andLabor and Employment Counsel)
Bob Corcoran(former VP, Corporate Citizenship for GE)

GE issues first Human Rights Statement of Principles,2006 informed by engagement with stakeholders

GE issues Human Rights Implementing Proceduresto supplement the Statement of Principles; develops

2008 case studies on human rights dilemmas to aid otherethical companies

Founding member of Global Business Initiative on2009 Human Rights

2011

UN Guiding Principles endorsed unanimously by
UN Human Rights Council; GE immediately supports:“They will no doubt serve as a lasting beacon forbusiness entities seeking to grow their service andproduct offerings while respecting human rights”

2012

GE issues the “state of play” document presented at
the UN Working Group meeting in Geneva – best practice
sharing for multinational corporations for contracting
provisions to promote human rights in business. GE also
issued Conflict Minerals Implementing Guidelines
GE joins the Leadership Group for Responsible

2017 Recruitment adopting the Employer Pays Principle

2022 GE issues its first Human Rights Report

03 GE Human Rights Report 2021

Overview

Introduction

The Human Rights
Challenge for GE

Our Commitment

Our Priorities

Our Program

Appendices

The Human Rights Challenge for GE

We innovate to drive sustainable progress across the globe
Our businessOur mission is to build a world that works. For more than acentury, we have been at the vanguard of global technologicalprogress – from the light bulb to the Haliade-X offshore windturbine. Our innovations touch every facet of sustainable
development. We operate in four sectors: Aviation, Healthcare,
Renewable Energy, and Power. In each of these sectors, ourmission is to drive sustainable progress across the globe bydelivering and innovating technology the world needs.

The shape of things to come
The Shape of Things to Come – Delivering for our future,
working on technology that transforms lives.
We plan to form three independent companies focused on
the critical global needs in aviation, healthcare, and energy.
Future of Flight – Helping customers achieve greater
efficiency and sustainability and invent the future of flight.
Precision Health – Driving innovation in precision healthto address critical patient and clinical challenges.
Energy Transition – Supporting customers andcommunities seeking to provide affordable, reliable,
and sustainable power.

04 GE Human Rights Report 2021

GE Aviation

GE Healthcare

GE Renewable Energy

Mission
Providing customers withengines, components,
avionics, and systems
for commercial, military,business and generalaviation aircraft, and a
global service network to
support these offerings.

MissionImproving lives in momentsthat matter; operating at
the center of an ecosystem
working toward precision
health – digitizing
healthcare, improving accessto quality and affordable
healthcare, while helping
drive productivity andimproving outcomes.

Shared Mission
Powering lives and making electricity more affordable, reliable,
sustainable for the benefit of people everywhere.

Employees~40,000
Product spotlights
The world’s largest andthe most powerful aircraft
engine, the GE9X, is also
the most efficient engine
we have ever built on a
per-pounds thrust basis. The
culmination of a complete
renewal of our commercial
engine product line, GE9X
is designed to deliver up
to 10 percent greater
fuel efficiency than its
predecessor, with emissionsof nitrogen oxides (NOx)55 percent below current
regulatory requirements.

Employees~48,000
Product spotlights
Edison™ intelligence
applications are designed
to enable better patientcare and increases accessto care, and with Edison
Marketplace, hospitals
can test-drive AI-powered
applications; Vscan Air™,
handheld ultrasound that
improves healthcare
access, joins the Vscan
Family technologies with
30,000 units in more than
100 countries.

GE Power

Employees

Employees

Product spotlights
The world’s largest offshore
wind farm in the North
Sea will be powered by
GE’s HaliadeTM-X turbine,
the industry’s first 14MW
offshore wind turbine; GE’s
largest onshore wind turbine,
Cypress, offers revolutionary
two-piece wind blades,enabling increased output
from hard to-reach sites;
GE’s state-of-the-art highvoltage direct current(HVDC) transmission system
will supply one of the world’s
largest offshore wind farmprojects off the coastof England.

Product spotlights
World-record setting HAturbines are the mostefficient gas turbines and key
force multiplier to accelerate
decarbonization; leading
Arabelle™ steam turbines
in 53 GW of existing nuclear
fleet generating 2 percent
more power output with
99.96 percent reliability;
developing advanced nuclear
technology like BWRX-300
and Natrium™* will provide
carbon-free electricity during
operation, dependable baseload, and flexible capacity.

~38,000~32,000* Jointly developed with TerraPower.

Overview

Introduction

The Human Rights
Challenge for GE

Our Commitment

Our Priorities

Our Program

Appendices

The Human Rights Challenge for GE~168,000*

Employees~40,000
1st tier suppliers

The human rights implicationsof our size and scope
Our innovations aim to improve the quality of life for all
people. As a result, our reach provides a unique platform tobuild a world that works for tomorrow … for everyone. Butthat unique scale comes with real human rights challenges.
We are acutely aware that the corollary of every job wecreate, of every kilowatt of clean energy we generate, of
every life our technology saves is a responsibility to respect
the dignity of all whose lives we touch.
GE operates in more than 175 countries and, as aconsequence, we have broad value chains, including
in jurisdictions where the rule of law can sometimes
be a challenge and vulnerable populations are present.
In addition, depending upon the location, we are often
required to use layers of intermediaries and navigate
customary practices. All of this adds up to a uniquehuman rights challenge.

~125+
Countries sourced from

~175+
Countries served* Metrics reflect estimated data from 2021.
Number of employees is based on full-time equivalent, active employees as of December 31, 2021.

05 GE Human Rights Report 2021~$74B+
Total revenue

Navigating these challenges, while safeguarding respectfor human rights, requires relentless commitment,
collaboration, and innovation, which are the hallmarks of
GE and of our human rights program. Integrity and lean
are fundamental to how we execute our strategy and areembedded in our culture. We strive every day and acrossthe globe to effectively manage the challenges of scale,visibility, and influence that can impede the pursuit ofhuman dignity for all. We are always focused on continuous
improvement and know the application of our leanprinciples to continuously improve furthers our progressand enables us to stay focused on and committed tohuman rights.

Overview

Introduction

The Human Rights
Challenge for GE

Our Commitment

Our Priorities

Our Program

Appendices

Our Commitment

Our human rights principles are embedded
across our operations and value chain
Policies

The Spirit & The Letter

Our human rights program is built on a suiteof straightforward and mutually reinforcing
policies, embedded across our businesses,
global operations, and value chain.

GE personnel are bound by our code of
conduct, The Spirit & The Letter (S&L).
The S&L applies equally to all our
majority-owned subsidiaries and affiliates,and details our integrity and complianceexpectations, including our human rights
expectations, of all GE directors, officers,
and employees. The Human Rights Policy in
the S&L provides an overview of employee
responsibilities, examples of warning signs
and red flags, and clear and specific language
regarding how we expect our employees
to treat those who work for and with us.

Human Rights Statement of
Principles
We respect all internationally recognizedhuman rights in line with:• the UN Guiding Principles on Businessand Human Rights; and• the OECD Guidelines for Multinational
Enterprises.
The cornerstone of our commitment isconstant vigilance to identify and addresshuman rights risks across our value chain
in good faith and to the best of our ability.
We endeavor to develop and continuously
improve our procedures to identify, prevent,mitigate, and remedy our salient humanrights impacts.
GE human rights
statement of principles

U P DAT E D O C TO B E R 2 0 2 1

GE has an unparalleled heritage of delivering innovative solutions andservices to provide essential infrastructure for the world. From Thomas
Alva Edison’s first incandescent light bulb to the latest jet engine brimmingwith internet-connected sensors and 3D-printed parts, GE has pioneered
technologies that have spurred world-transforming changes and improved
the lives of billions. Over a hundred years after our founding, we remain
resolute in our commitment to building a world that works.

Human rights at GE
Respect for human rights is the heart of GE’s culture of integrity. Our commitment isgrounded in the United Nations Guiding Principles on Business and Human Rights, theOECD Guidelines for Multinational Enterprises, and the Ten Principles of the United Nations
Global Compact. Driven by those standards, we strive to respect the fundamental dignityof everyone we might affect directly through our operations, products, and services andindirectly through our business relationships across the globe. Our ideals flow from theInternational Bill of Human Rights, the International Labor Organization Declaration on
Fundamental Principles and Rights at Work, and the Sustainable Development Goals.

The cornerstone of
our commitment isconstant vigilance toidentify and addresshuman rights risks
across our value chain
in good faith and to thebest of our ability.

www.ge.com/sustainability

sustainability@ge.com

 CLICK HERE TO
FIND OUT MORE

At GE, we are committed to working with all our business partners and entities throughout
our value chain, including agents, suppliers, and vendors, to align their policies andpractices with the expectations set in this Statement of Principles.

Commitment
The cornerstone of our commitment is constant vigilance to identify and address humanrights risks across our value chain in good faith and to the best of our ability. We endeavor
to develop and continuously improve our procedures to identify, prevent, mitigate, andremedy our salient human rights impacts.

06 GE Human Rights Report 2021

Human Rights
Enterprise Standard CLICK HERE TO
FIND OUT MORE

GE Integrity Guide for Suppliers,
Contractors and Consultants(“Integrity Guide”)
GE business partners agree to abide by ourhuman rights principles by signing on to theIntegrity Guide, which requires “unyielding
integrity and high standards of businessconduct” of the third parties with whom weengage. All business partners receive a copyof the Integrity Guide supplemented with a
training video available in multiple languages.
Beyond compliance with all applicable local
laws and regulations, the Integrity Guide
mandates third-party adherence to ourstandards in the areas of, among otherthings, Human Rights, Respectful Workplace,and Environment, Health & Safety.

 CLICK HERE TO
FIND OUT MORE

We have implemented operational
requirements for businesses, known as the
Human Rights Enterprise Standard, that help
businesses identify and understand the salient
human rights risks across the Company andset expectations regarding how to respondto those risks. The Enterprise Standard setsout minimum requirements that businesses
must adhere to regarding risk assessment andidentification, due diligence, and escalation andremediation of any concerns related to humanrights. It also provides practical guidance andbest practices for business implementation.
By taking a lean approach and deploying
the execution in a decentralized manner,businesses can better mitigate human rights
risk within their operations.

Overview

Introduction

The Human Rights
Challenge for GE

Our Commitment

Our Commitment

Training
For our human rights program to be
successful, our employees, suppliers, andbusiness partners need to understand theissues and our expectations. Therefore,
we require: (i) all employees to review andacknowledge the S&L code of conduct
annually, and complete S&L refresher training
bi-annually and (ii) employee groups inhigher risk jobs to take advanced training.
Our learning modules explain the core
principles of human rights, describe ourcompany-wide policies and programs, and,most importantly, set forth our employees’role in identifying and reporting possible
signs of modern slavery when they areat our operations, supplier facilities, or
customer sites. We also reinforce theselessons through a variety of communications,
including leadership messages, newsletters,
integrity campaigns, videos, infographics,
and embedded messaging within various
digital tools.

We provide direct material suppliers online
compliance training that includes a module
explaining our position on human rights, withan in-depth focus on forced labor – how torecognize it, how extensive the problem is
globally, and what suppliers must do or avoid
doing to comply with our forced labor policy.
Suppliers view this video as part of theircommitment to abide by GE’s lntegrity Guide.
Depending on the business relationship,
GE may conduct additional training or
follow-up discussions to ensure complianceexpectations are understood and met.
We also provide training on forced labor
prevention expectations to potential
Engineering, Procurement and Construction
partners on large GE Power and Renewable
Energy construction projects, where
low-skilled, migrant labor is likely.

 CLICK HERE TO
FIND OUT MORE

07 GE Human Rights Report 2021

Our Priorities

Our Program

AppendicesOverview

Introduction

The Human Rights
Challenge for GE

Our Commitment

Our Priorities

Our Program

Appendices

Our Commitment

Oversight
Our human rights program is embedded
throughout our business by deploying a
multi-layered approach with engagementfrom the most senior levels of the Company
and execution driven by functional leaders
within our businesses.

Board Oversight
The Board of Directors and its committees
provide governance oversight with respect
to the Company’s environmental, social andgovernance (ESG) strategies and initiatives– including human rights – as an integrated
part of their oversight of GE’s overall strategy
and risk management. In particular, theGovernance and Public Affairs Committee(GPAC) meets at least twice a year to discuss
the Company’s salient human rights risks
and how those risks are being addressed.

Global Law & Policy Oversight
Our Global Human Rights Counsel is responsible
for leading and setting the Company’s humanrights strategy and working with the businesses
to drive program implementation. She reports
directly into the Chief Compliance Officer for theCompany and works closely with the Company’s
Sustainability Council, comprised of seniorpersonnel from across the Company and each
GE business, to establish ESG priorities andcoordinate our global initiatives.
The Chief Compliance Officer for the Company
leads the Policy Compliance Review Board (PCRB),
which is the Company’s compliance governancebody and is comprised of the Company’s mostsenior officers, including the General Counsel,
the Chief Financial Officer, the Chief Human
Resources Officer, and the Chief Risk Officer.
The PCRB evaluates the Company’s compliancepolicies, programs and risk areas to ensure the
08 GE Human Rights Report 2021

Company is appropriately preventing, detecting,and addressing any significant risks. If material
human rights risks arise, they (like any othercompliance risk) are discussed during the
PCRB, and agreed upon remedial actions aresubsequently taken.

Human rights Embedded throughout our business

Board OversightBusiness Management
To ensure that our human rights principles
are integrated into our business operations,
we have (i) created a cross-business/crossfunctional Human Rights Working Groupand (ii) appointed a Human Rights Champion(“Champion”) in each business, who together
ensure that the program is being implemented
in the businesses. Champions represent
diverse functions, including legal, compliance,
human resources, sourcing, and environment,
health & safety (EHS). The Human Rights
Working Group meets regularly to discuss any
issues with the implementation of the Human
Rights Enterprise Standard (see Policies)
and the evolving landscape of human rights
issues and risks in the communities we serve.
Champions then cascade this information totheir Business Human Rights Risk Mitigation
Team, who are responsible for assessing theeffectiveness of their business program.
To the extent there are material risks or issues
found related to human rights, such issues
are escalated to both the Global Human
Rights Counsel and the business Compliance
Review Board (CRB), which is led by the Chief
Compliance Officer for the business. The CRB
meets on a regular basis with the businessCEO and his/her senior leadership team
to discuss key issues, the business’ ethics
and compliance program, and key metrics.
In addition, any necessary remedial actions
are discussed during these meetings.

Compliance

ESG

Business

Policy Compliance
Review Board

Sustainability
Council

Compliance
Review Board

Human Rights
Working Group

Human Rights Risk
Mitigation TeamKey Functional Partners

Compliance

Environment,
Health &SafetyGovernment
Affairs

Human
Resources

Legal

Sourcing

Overview

Introduction

The Human Rights
Challenge for GE

Our Commitment

Our Priorities

Our Program

Appendices

Our Priorities

Our diligence is structured to focus on the right priorities
Our integrated assessment

Salient risks

In 2020, we engaged a leading human rights
advisory firm to conduct a global human rights
assessment. Our goal was to identify our mostsalient human rights risks, to ensure that ourhuman rights program adequately addresses
those risks, and to identify ways in which
we can best drive the UN Guiding Principles
on Business and Human Rights, the OECD
Guidelines for Multinational Enterprises,
and the UN SDGs forward.

The assessment identified four priority issue
areas for salience and impact: Climate andEnergy; Product Stewardship; Worker Welfare;and Community Welfare. We have reported
in detail on our Climate & Energy and ProductStewardship endeavors in our Sustainability
Report, which has been updated and released
in conjunction with this report. In this Human
Rights Report, we will focus on Worker
Welfare and Community Welfare, which canbe examined across seven salient rights.

To understand our biggest risk areas, the firm
conducted a broad analysis of our businesses,
our value chains, and the impact of our
products and services on the communities
in which we operate.
To evaluate the strength of the Company’s
human rights program, the firm assessed our:(i) corporate commitment, as evidenced byour policies and reporting lines; (ii) diligence interms of risk identification and management;(iii) remedy in terms of process and outcome;and (iv) disclosure. In general, the assessment
revealed some notable strengths, but it also
highlighted several areas for improvement,
which we used to develop a detailed plan toenhance the program.

09 GE Human Rights Report 2021

Our integrated assessment process

ResearchEngagement

The firm conducted a broad analysis
of GE’s businesses and value chain, toidentify human rights risks from thelowest-tier suppliers to individuals
and communities affected by our
products and services.

The firm engaged with a broadarray of internal stakeholders
and conducted a deep diveinto stakeholder concerns,
from civil society groups tointernational organizations andresponsible investors.

Gap analysis

Prioritization

The firm conducted a thoroughreview of GE’s enterprise standards,
risk-management protocols, andtraining materials across integrity
topics to identify governancestrengths and opportunities.

In general, the assessment revealed
some notable strengths, butalso highlighted several areas for
improvement, which we used todevelop a detailed roadmap for
improvement, prioritizing humanrights risks based on salience.

Overview

Introduction

The Human Rights
Challenge for GE

Our Commitment

Our Priorities

Our Program

Appendices

Our Priorities

Our four human rights priorities

1

Climateand energy*

32Product
stewardship*

4

WorkerwelfareCommunity
welfareSeven priority rights*
1  Protection against
slavery, servitude,
and forced labor1
Modern slavery is among
the most salient risks forany multinational company
because of its severe
impact on the humandignity of the mostvulnerable. Our value
chain runs through many
countries and sectors and,
therefore, our challenge is
to gain visibility into, andleverage over, the sub-tiersuppliers where this risk
is highest.

2 Protection2againstchild laborChild labor is salient for
virtually every global
company because of its
severe impacts on themost vulnerable. Given ourcomplex production andprocurement processes,
the risk is most salient inparts of our value chain
where we have leastvisibility, several tiers deepin the sourcing of metals
and rare earth minerals.
See more information
on Responsible Mineral
Sourcing.

3 Freedom of association
Freedom of association isfoundational to many otherprotections for workers.
While we actively promote
freedom of association in
our business operations,the challenge is navigating
the different levels ofprotection for freedom of
association in our global
value chains.
3

4 Just working conditions
Just working conditions
captures a suite ofworker-dignity protections
including, among otherthings, non-discrimination,
health and safety, fairpay, and working hours.
These protections are
the cornerstones of any
effective human rights
program, with the largest
risks most present within
our supply chain and in ourcommercial partnerships.

4

5 Right to health:environment5
Environmental
stewardship is a criticalconcern for us across ouroperations and value
chain—upstream anddownstream. We recognize
the close links between
environmental and humanrights risks, which aresalient because of theirpotential scale anddifficulty to remedy.

6 Right to securityof the person6
Security concerns are
particularly challenging
deep in our upstream
supply chain, in thesourcing of metals andrare earth minerals.
The logistical andoperational challenge forour program is that wehave the least visibility
and leverage in thispart of our value chain.
See more information
on Responsible Mineral
Sourcing.

7 Indigenous rights
Indigenous rights are a
critical concern for us inour downstream value
chain because of the way
our products are used in
power projects acrossthe globe. Some of thoseprojects touch on landand customary rights ofvulnerable communities.
Our practical challenge insuch contexts is one ofleverage, which is often
limited with customers.
7

Impact Opportunities
In addition to identifying our most salient risks, the assessment looked at the areas in which we have a positive impact and identified four priority SDGs to help guide our human rights program:Through GE Healthcare, we are at thevanguard of precision healthcare. We arecommitted to using our innovations toimprove healthcare for all people, of all ages,
in all places. Being a market leader enables
us to play a key role in driving progress inequitable and accessible healthcare.

Our scale enables us to make a meaningful
difference in the lives of workers everywhere.
We do this directly through our commitment
to fair treatment of our people and indirectly
through our rigorous expectations ofsuppliers.

These priorities shaped the practical roadmap for our program and will continue to inform its evolution as GE transforms for the future.

* See Sustainability Report for more details. Footnotes 1-7 can be found in the Appendices on page 20.

10 GE Human Rights Report 2021

We are at the forefront of technologicaladvances that are the cornerstones ofsustainable economic growth. We provide
power to a third of the world and ourinnovations in this space are critical in mostcountries. GE Aviation drives sustainabletransportation across the globe. Thesebusinesses position us to lead the world inpromoting sustainable industrialization.

As a leading global business built on a cultureof integrity, we can play a meaningful role inencouraging all governments with whom weengage to protect the rule of law and fulfill
their human rights responsibilities.

Overview

Introduction

The Human Rights
Challenge for GE

Our Commitment

Our Priorities

Our Program

Appendices

Our Program: Due Diligence
Upstream due diligence process map
Sourcing evaluation process
Upstream due diligence: Evaluating suppliers
GE has long had a rigorous due diligence program
reaching throughout our value chain. Every prospective
supplier undergoes due diligence prior to signing anagreement with GE. We perform various levels of due
diligence on suppliers based on detailed risk criteria,such as the supplier’s location, type and amount ofwork, and/or product being provided. Due diligence
findings factor into whether we will pursue or continue
a relationship with the entity.

Supplier Responsibility Governance Program
Since 2002, our commitment to unyielding integrity andhigh standards of business conduct has been embedded
in our business and procurement operations throughour Supplier Responsibility Governance (SRG) Program.
SRG aims to build and continually strengthen an ethical,
sustainable, and transparent global supply chain andestablish clear social and environmental responsibility
requirements for suppliers.
The SRG Program applies a systematic approach forassessing risks in our direct material supply chain.
We use clear risk assessment criteria to prioritize
suppliers for thorough audits depending upon factors
such as what the supplier is producing, whether the
manufacturing facility is in a higher-risk country(based on key indicators), whether labor brokers areused to recruit migrant workers, and how the supplierhas performed in the past, including as reported inadverse media reports.
The SRG Program shapes our ability to continuously
assess, monitor, and drive improvement in our
supply chain. More importantly, through regularcommunication and engagement with our suppliers,
we can have a positive impact on their human rights
practices in general, beyond their work for us.

11 GE Human Rights Report 2021

Risk
assessment
conducted

Duediligence
Labor service providers/Contractors

Contractor
onboarding

Material supplieronboarding• Suppliers providing labor services
undergo a prequalificationassessment focused on safety
and human rights. The assessment
considers supplier’s labor andwage practices, age and nature ofworkers, and recruitment tactics.

Safety, labor,
and humanrights check

SRG audit
conducted

Identified
issues must be
remediatedIdentified
issues must be
remediated

Verification
open items
are closed

Verification
open items
are closed• Gaps in the supplier’s program
identified through theprequalification assessment are
escalated to trained individuals
at the businesses for review
and mitigation, as necessary.

GE supplieronboarded
andapproved

When we conduct an adverse
media report, we look for,among other things, humanrights or forced labor violations,corruption allegations, safetyissues, fraud concerns, andpast/present legal proceedings.
There are certain indicatorsthat will always warrant
heightened level of due
diligence on a party, forexample, where a GE employee
raises a red flag/concern
regarding the party.

Initiate due
diligence for
new scopeof work

Ongoing checkand review

Ongoing
due diligence
performed

Direct material suppliers• Material providers for our
products are subject to ourrigorous SRG auditing program.
The SRG auditors are trained on
audit skills, risk identificationand the SRG program andtools. Trainees must pass anassessment and then perform
SRG audits with an experienced
SRG auditing mentor before
becoming certified.
• Once trained, the GE auditors
conduct visits (1 to 3 days) at the
supplier’s facilities and, using astandardized and comprehensive
audit questionnaire, review
the supplier’s compliance withlocal law and GE’s policies onenvironment, health, safety,
labor, security, and human rights.
There is a significant focus onforced labor indicators, suchas wage practices, recruitment
efforts, and passport handling.
• In order to monitor the continued
compliance of our existing
suppliers, we conduct follow-up
audits every 1 to 5 years based
upon the supplier’s risk profile.

Ongoing SRG
auditsconducted

Issue
remediationand closureOverview

Introduction

The Human Rights
Challenge for GE

Our Commitment

Our Priorities

Our Program

Appendices

Our Program: Due Diligence

SRG Metrics 2021

Upstream due diligence

1,115

6,031

966

14.41%*

Total global audits

Total findings

Total suppliers approved(new and existing)Total human rights-related findings

26

Total suppliers rejected(new and existing)* The number of total global audits is greater than that of total suppliers reviewed as there were suppliers that were audited twice(i.e., desktop audit due to COVID-19 restrictions and then on-site visit) or a return visit to confirm corrective actions performed.

12 GE Human Rights Report 2021

How we address negative findings
We record, track and monitor all SRG audit findings in
our proprietary reporting tool, which is supplemented
with information from regional databases. Suppliers
are expected to address findings within 60 days,
with GE auditors verifying the elimination of or appropriate
mitigation of such risks. When issues are identified, ourgoal is to work with and coach the suppliers to bring theirpractices into compliance with our requirements as thisis in the best interest of the workers. However, we willsuspend or terminate our relationship with a supplierif the supplier is uncooperative or findings are notpromptly addressed.
Finally, we are continually evaluating new methods toassess and manage risk in our supply chain to ensure weare effectively addressing evolving challenges and risks.
For example, following the pandemic travel restrictionsin 2020 and 2021, we pivoted to desktop audits so thatour program could continue. Applying the same scopeand questionnaire used in the on-site audits, our remote
audits relied on digital tools to allow suppliers to provide
supporting documentation and to verify the closure ofaudit findings. We continue to explore options to improve
our virtual auditing capabilities, as this will enable us toperform audits on more suppliers.

Overview

Introduction

The Human Rights
Challenge for GE

Our Commitment

Our Priorities

Our Program

Appendices

Our Program: Due DiligenceDownstream due diligence:
Commercial evaluation process
As with our supply chain, we conduct due
diligence for our commercial transactions
to ensure compliance with our humanrights policies and standards. Prior to entering
into any agreement with a commercial party,
we assess the level of risk by evaluating
criteria such as the location of the commercial
party, the type of relationship formed, what
is being sold to or created with the party,
and whether the commercial party will beserving as a channel partner or an authorized
representative of GE in the market. Basedon that analysis, the level of required due
diligence (standard, heightened or enhanced)
is determined. We then engage with athird-party due diligence firm to evaluate
adverse media and previous issues concerning
a commercial party’s human rights or forcedlabor violations, corruption allegations, safetyissues, fraud concerns, trade control problems,and past and present legal proceedings.
In addition to party due diligence, sometransactions may warrant a human rights
review of the transaction itself to assess
if there is a human rights impact on thelocal community. We conduct this review
to specifically address indigenous rights
concerns and, based upon concerns identified
with local community members and/orcommercial parties, we may take action.

13 GE Human Rights Report 2021

Upstream due diligence

Responsible Mineral Sourcing
Downstream due diligence

How we address negative findings
When issues are identified during the due diligenceprocess, we seek to understand whether the issues havebeen addressed. We may meet with the commercial
party’s leadership team for a better understanding ofidentified issues and any remedial actions they havetaken. Once that has been completed, we will assess
whether the potential risk is outweighed by the positive
impact the relationship may have for the business andcommunity receiving the product or service. Appropriate
risk mitigation steps are taken after consultation withthe risk, compliance, and legal team.
If the commercial relationship runs counter to our values,
or where we find that the risks outweigh the potential
positive impacts, we will walk away from bidding on adeal or from signing the sales agreement (see example
on page 16).
In both upstream and downstream relationships, where
we have an ongoing relationship for a period of time, wewill seek audit rights with the third party. Depending on
the relationship, it may be easier to incorporate audit
rights into an agreement, but where there is little to noleverage (particularly in commercial relationships) thescope of the audits may be limited or audit rights may
not be permitted.

Essential to so many of our innovations is the use of
metals and rare earth minerals, sourcing of which isseveral tiers deep in our supply chain. When obtaining
products containing tin, tantalum, tungsten, or gold
(known collectively as “3TG”), as well as cobalt and/or
mica, all of which are common constituents of many ofour products, we strive to assure that our supply chainsare ethical and sustainable. We strive to eliminate all“conflict minerals” from our products, which may financearmed groups in the Democratic Republic of Congo (DRC),
its adjoining countries or other conflict-affected andhigh-risk areas (CAHRAs). For conflict minerals, each year
we undertake reasonable due diligence to determine
if any of our products containing 3TG originated in the
DRC or other CAHRAs. We then file a report with the U.S.
Securities and Exchange Commission on the use of 3TG
in our products and the outcome of our 3TG sourcing
due diligence. For more information, see our Conflict
Minerals Report.
We recognize that conflict is just one of the risks related
to mineral sourcing, and other critical issues such as
poverty, environmental degradation, child labor,
and general inequality must be addressed as well.
For more information, see our Responsible Mineral
Sourcing Principles.

Overview

Introduction

The Human Rights
Challenge for GE

Our Commitment

Our Priorities

Our Program

Appendices

Our Program: Engagement and Remedy

Stakeholder engagement
Stakeholder engagement is critical to ourhuman rights program. We engage regularly
with our workers, labor unions, civil society
groups, and responsible investors to identify
and address human rights risks across ourvalue chain. We conduct human rights due
diligence across our value chain, including withhuman rights risk and impact assessments
globally, by country or region, by business orfunction, or by product line. Such assessments
may be standalone or integrated in existing
protocols and processes. Where reasonable,
we will seek to engage with stakeholders
affected by our activities to understand andaddress their concerns in good faith and inline with our human rights commitment.
Beyond our own workers and suppliers, we
engage with external stakeholders to identify
human rights risks throughout our value
chain and, once identified, we collaborate
with peers, experts, and civil society groups
to seek practical solutions. We have also
partnered with several organizations toadvance business respect for human rights
across the globe.
As a founding member of the Global BusinessInitiative on Human Rights (GBI) in 2009,
we work closely with other dedicatedmultinational companies to navigate thepractical challenges in embedding respectof human rights across our businesses.
Peer learning and collaboration enable us
to determine the right strategy to addresshuman rights risk in our businesses.
By engaging with industry leaders in GBI,
we gain insights into emerging trends,
challenges and solutions observed and usedby other members of this business-led group.
14 GE Human Rights Report 2021

Freedom of
association
We are committed to engaging
meaningfully and in good faith withworker associations and unions.
We have represented employees
in many countries, including in the
U.S., China, and throughout Europe.
In the U.S., we have approximately
5,750 union-represented manufacturing
and service employees. The majority
are covered by a 4-year national
agreement with unions, including the
IUE-CWA, among others. In China,
21 of our 43 GE legal entities haveunions representing nearly 13,000
employees, all affiliated with the
All-China Federation of Trade Unions,
including our China headquarters
in Shanghai. In Latin America,
nearly 12,000 of our employees
are represented by unions.
In Europe, we engage with worker
organizations through works
councils, trade unions, and other
employee-representative bodies.

Since 2017, we have also been actively
engaged in the Leadership Group for
Responsible Recruitment (LGRR), a
collaboration between leading companies
and expert organizations to drive progress inthe way that migrant workers are recruited,with a focus on eliminating fees being charged
to workers to secure employment. LGRR
works with GE and member companies tocreate demand for responsible recruitment
by raising awareness about the benefitsof ethical practices and developing tools
to help companies implement their public
commitment to the Employer Pays Principle.
Under the Principle, no worker should pay
for a job – the costs of recruitment should beborne not by the worker but by the employer.
Finally, we have been a proud signatory to theUnited Nations Global Compact (UNGC) since2008. The UNGC is both a policy platform anda practical framework for companies that arecommitted to sustainability and responsible
business practices. As a multistakeholder
leadership initiative, it seeks to (i) alignbusiness operations and strategies with theTen Principles in the areas of human rights,
labor, environment and anti-corruption, and(ii) catalyze actions in support of broader
societal goals, such as the 17 SDGs. As asignatory, we submit a Communication on
Progress (COP) for the UNGC website, which
we share widely with our stakeholders.

OECD – National
Contact Point
We voluntarily engage in mediation
with stakeholders relating to ourprogram’s alignment with theOECD Guidelines for Multinational
Enterprises under the good officesof National Contact Points (NCPs).
Indeed, we are in the process of sucha mediation relating to concerns
about effective downstream due
diligence and leverage. Voluntarily
engaging in these proceedings helps
us understand the perspectiveof external stakeholders whilelearning and making changes
to our human rights program foreffective implementation.

It is vital that leading companies
such as GE use their leverage
to promote human rights notjust in their own supply chainsbut in all areas where they haveinfluence. GE’s commitment to
the Employer Pays Principle helps
to drive change in the way that
migrant workers are recruitedin all sectors and locations.
Neill Wilkins
Institute for Human Rights and Business –Head of Migrant Workers ProgrammeOverview

Introduction

The Human Rights
Challenge for GE

Our Commitment

Our Priorities

Our Program

Appendices

Our Program: Engagement and Remedy

Grievance and remedy

Key performance indicators

Open reporting is a cornerstone of ourcommitment to integrity. That commitment
extends to all who work for us and with us.
We offer a grievance process known as the
Global Open Reporting & Ombuds Program,
under which both employees and contractors
can raise any known or suspected violationsof law, regulation, or GE policy, including
human rights and labor issues. The program
uses hundreds of trained employees, known
as Ombudspersons, who are the chief meansby which we hear from concern raisers(other channels include managers, Human
Resources, Legal, Compliance, Internal
Audit, and anonymously through webform).
Consistent with our Human Rights Statementof Principles, and in the spirit of “Eyes Always
Open,” our employees, contractors, and third
parties working on GE sites are expected andencouraged to report unfair employment
practices and human rights concerns theyobserve when at GE sites or working withdirect business partners. The program
serves as a safe forum for whistleblowers,
with the option of anonymity. We strictly
prohibit retaliation for raising a concern, or
participating in an integrity investigation,and violations are dealt with seriously andswiftly, up to and including termination.

We measure the strength of our Global
Open Reporting & Ombuds Program throughseveral key performance indicators andmetrics, which are reviewed at least monthly
throughout the year. The program tracks thenumber of days that it takes to close each
investigation raised through the programon a monthly basis, targeting resolution
within 60 days of the concern being raised.
The program also measures cases per 1,000
employees, which enables year-over-yearcomparisons within and across businesses,
and enables us to control for any headcountchanges. In addition, we track confirmation
and anonymity rates, which are important tounderstand the health of our program.

We communicate the Global Open Reporting& Ombuds Program to suppliers and contractors
through a number of ways, including the GE
Integrity Guide, Human Rights Trafficking
posters, and worker certification forms wecollect during site spot-checks. In 2021, we
joined a workstream with LGRR dedicatedto reviewing external grievance mechanisms
for suppliers (see Signature Programs: Our
Partnerships for more details).
15 GE Human Rights Report 2021

2021

2,355
Total integrity concerns were raised97%
Concerns were closed** Others pending ongoing investigations and further review.

In early 2021, we began to apply lean thinking
and principles through a series of Kaizen
events to further improve this process.
We learned that we can, in fact, improve
our performance, reduce our lead times
and improve the quality of the program
by, among other things, augmenting ourstandard work, reducing the number ofpeople that are involved in the process,and enhancing automated solutions.
In 2021, 2,355 integrity concerns wereraised, 2,275 of which were closed, withthe remaining cases pending ongoinginvestigations and further review.

Program governance
At a corporate level, through the PCRB (seeOversight), the GE Chief Compliance Officer
discusses significant program updates, key
performance indicators representing thehealth and performance of the program, openreporting trends, significant investigations,and business updates on key risk areas.
In addition, the Chief Compliance Officer,
Vice President of Global Investigations andGlobal Ombuds Leader report on the same
issues to the Audit Committee several times
a year. At the business level, open reporting
trends and significant investigations are also
discussed regularly at CRBs (see Business
Management) attended by the most seniorbusiness leaders, including the CEO.
Additionally, a dedicated Significant Cases
Committee (“SCC”) is responsible for performing
monthly reviews of high-risk open reporting
investigations across the Company. The
members of the SCC include the Vice Presidentsof Internal Audit, Compliance, and Global
Investigations. The SCC reviews the significant
case criteria annually to ensure both internaland external risks are considered.

Investigation process
We fully examine every integrity concern
raised and take necessary remedialactions where appropriate. During theinvestigation process, we:• Form an independent and objective
investigation team;• Obtain the facts through interviews
and/or reviews of documents;• Reach conclusions, wheneverpossible, from the facts the teamis able to obtain;• Recommend corrective action,
if necessary; and• Provide the person who raised theoriginal concern (if that person
is known) with feedback on theoutcome, while maintaining theconfidentiality and privacy of
all involved (to the largest
extent possible).

Overview

Introduction

The Human Rights
Challenge for GE

Our Commitment

Our Priorities

Our Program

Appendices

Our Program: Engagement and Remedy

Our value and respect for human rights
make a difference in how we operateand conduct business. Below are a few
examples of our principles in action:

Open reporting

SRG: Upstream due diligence

Working with contractors
to remediate issues

Stopping for safety

Upstream due diligence

A GE employee raised a concern through the
Global Open Reporting & Ombuds Program
after becoming concerned that contractor
security guards were working long hours
without adequate rest breaks. Our teaminvestigated this site and identified that
employees from the contracted security
company were not provided with adequate
rest breaks and, in addition, were being
required to work overtime in excess of theamount permitted by local law. Additionally,
the investigation uncovered that a contracted
cleaning company had not been adequately
paying overtime to its cleaning staff for hours
worked. The cleaning company indicatedthat they did not understand the local laws
around overtime payment and worked with
us to correct payments by instituting backpay
to the cleaning staff along with appropriate
payments for overtime moving forward.
The cleaning crew expressed gratitude to beable to lean into local GE resources to help
navigate the complex laws around overtime
payment. The security company, however,failed to cooperate with us during theinvestigation and refused to change
its practices and we thus terminatedthe contract.

Upholding our values
A civil society organization raised humanrights concerns to us about one of our
suppliers in South East Asia. We investigatedthose concerns and found credible findingsof human rights violations and corruption.
We followed up with the supplier to inquire
about these findings. The supplier denied any
wrongdoing and failed to show how they took
steps to mitigate human rights and corruption
risks. We determined that the supplier had
violated GE’s Integrity Guide, and the GE
business exited the relationship, finding analternate provider for those goods.

Downstream due diligence

Choosing only theright opportunities
We were evaluating whether to entera bid to supply energy equipment
for a $200M project. During ourcommercial due diligence, we
identified significant project-related
community risks. After conducting
a human rights assessment, thebusiness decided to withdraw its
bid to supply equipment to theproject as the risks to people andthe environment were serious.

16 GE Human Rights Report 2021

An ongoing SRG audit of a supplierrevealed that the supplier had
over 16 compliance-related “redflag issues.” The supplier failed
to close these red flag issues
in a timely manner. As a result,
Sourcing – supported by ourbusiness leadership team – issued
a “stop work” order blocking all
new purchase orders from that
supplier. The supplier’s leadershipteam noticed, which enabled us
to collaborate with the supplier toaddress and close those criticalfindings, thereby reinstating
the supplier.

Overview

Introduction

The Human Rights
Challenge for GE

Our Commitment

Our Priorities

Our Program

Appendices

Our Program: Signature Programs

Pro bono and community
engagement
Our employees have a proud history of
donating their time and talents to pro bono
projects and community initiatives designed
to promote human rights, diversity, equity andinclusion, and the rule of law around the world.
Below are a few examples which highlightsome of the recent projects led by membersof our global workforce.
In Durgapur, India, we train and hire womenin a remote village to work at our local
manufacturing site. Every year, we hostabout 20 women apprentices in a year-longapprenticeship program. The apprentices
are supervised by our leaders and trained
directly on our shop floors on technical,
communication, interpersonal, andcompliance skills, with the goal of future
employment as technician workers at GE
sites. We also provided upskilling to 4,000
construction workers across India andprovided a certification to allow for future
job opportunities. Workers were upskilledin the areas of environment, health andsafety, and productivity, which empoweredthem to apply their skills beyond GE-relatedor energy-related projects.
Since 2016, we have sponsored three Equal
Justice Works Fellows engaged in projects
promoting access to justice for underserved
communities. Past projects focused on LGBTQ
rights and the intersection of immigrationand family law. The most recent fellowshipproject is focused on advocating on behalfof incarcerated women in Massachusetts
and serving their unique legal needs throughtrauma-informed representation, rights
education, policy reform, and increasing
public awareness.
17 GE Human Rights Report 2021

20
Women apprentices in a
year-long apprenticeshipprogram

4,000
Construction workers
upskilled across India

We are also a co-founder of a new non-profit,
the Corporate Alliance for the Rule of Law(CAROL), dedicated to promoting the rule oflaw around the world. Through CAROL, we
partner with the World Economic Forum andthe Cyrus R. Vance Center for International
Justice to develop and launch projects thatleverage the expertise of in-house counsel
to further the SDGs related to the supportof strong justice systems. For example,
in October 2019, our lawyers and other
CAROL member companies led a workshop
on international financial transactions andcompliance for the Guatemalan Associationof Judges for Integrity in response to arequest for international expertise tostrengthen the capacity and independenceof the Guatemalan judiciary. In the winterof 2020-21, at the request of the Kenya
Magistrates and Judges Association,
our lawyers and other CAROL member
companies conducted virtual workshops
for over 70 Kenyan judges on international
capital markets, abuse of corporate
structures, corporate compliance andinternal investigations, money laundering,asset recovery and forfeiture, as well as thechallenges of adjudicating cases that involve
electronic evidence.
Beginning in 2021, GE Corporate and the GE
Global Law & Policy Pro Bono Work Groupjoined forces to launch the “Access to Justice
Practicum” initiative of the Cyrus R. Vance
Center for International Justice. The Practicum
provides financial support and expertise to
local NGOs tackling systemic problems facing
poor and marginalized communities in Latin
America and their access to justice. For the
first edition of the Practicum, three young,talented lawyers from Argentina, Colombia
and Mexico were hired, trained and supported

Access to Justice
Practicum projects
Our global workforce is engaged in many
pro bono projects and activities that support
community welfare and human rights. Here aresome highlights.

Colombia
We are partnering with Fundación Pro Bono
Colombia to set up a medical legal partnership,providing legal services at clinics and hospitals
to address the social determinants of health anddifficulties in accessing health services.

MexicoWe are partnering with Fundación Barra
Mexicana and Centro Mexicano Pro Bono tostrengthen pro bono services for victims ofgender-based violence by developing a toolbox oflegal and advocacy skills necessary for effective
pro bono representation in such cases.

Argentina
We are partnering with the Pro Bono and Public
Interest Committee of the City of Buenos AiresBar Association to support the legal need ofchildren and adolescents who experiencesexual violence and abuse by strengthening
the capacities of the Live Network Association(“Asociación Red Viva”), which has provided
holistic services to the affected community
since 2015.

Overview

Introduction

The Human Rights
Challenge for GE

Our Commitment

Our Priorities

Our Program

Appendices

Our Program: Signature Programsin developing pro bono initiatives hosted by aleading pro bono organization in each country.
We co-fund the practitioners with partnering
law firms for each country, while providing
training, mentoring and support to thepractitioners’ work. The Practicum projects
will address child sexual abuse (Argentina),
access to healthcare (Colombia), and genderviolence (Mexico). Over time, the Practicum
aims to transform the nature of legal services
available to vulnerable communities acrossLatin America.
We are also a supporting partner of Lawyers
for Racial Justice, which seeks to provide:(i) systemic change to promote long-term
reform; and (ii) remote pro bono legal clinics
to advise those dealing with the effects ofpotentially discriminatory policies. Our lawyers
have volunteered their time to conduct
research in support of Lawyers for Racial
Justice Initiatives on topics including laws
regulating child labor in the U.S. and thedisproportionate impact of discipline inschools on minority communities.
Our lawyers are also partnering with theInternational Rescue Committee (IRC) torepresent clients who have been threatenedby the Taliban for human rights activity in
Afghanistan. For example, one set of clients
includes a family of eight (ranging from ages
6 months to 63 years old), who have beentargeted based on their involvement withhumanitarian and women’s rights advocacy.
Our lawyers are filing applications on theirbehalf for Humanitarian Parole, which
would allow them temporary entry to theUnited States based on ongoing threats totheir safety. We are also working with IRC

to help file asylum applications on behalf ofthousands of Afghan citizens currently livingin the United States on temporary status after
being forced to flee their country in 2021.
Finally, together with attorneys fromDLA Piper and its African member firm,
Chibesakunda & Co., our lawyers work with
New Perimeter (DLA Piper’s non-profit
affiliate) to train law students at the Zambia
Institute of Advanced Legal Education (ZIALE)
on negotiation and legal drafting skills.
The training courses aim to support Zambia’s
lawyers and legal institutions by building
the capacity and skills of ZIALE through theintroduction of new teaching methodologies
and materials. The project also aims to
support the country’s next generation oflawyers by exposing them to international
best practices and connecting them toexperienced legal practitioners who serve asrole models and mentors. This project builds
on a previous collaborative pro bono project
undertaken by DLA Piper and GE at the Law
School of Tanzania in Dar El Salaam, which
trained over 1,300 graduate law students inlegal drafting from 2009-2016.

Diversity, Equity, & Inclusion
We know inclusion and diversity make us more competitive andhelp 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, and that they belong.
Earlier this year, we released our 2021 Diversity Report, in which
we highlight, among other things, our focused commitment
to Equal Pay for All. On average, men and women performing
similar work are paid within 1% of each other in each GE
business. Maintaining pay equity is a priority for the Company
and we will continue to monitor and communicate our pay
equity results on an ongoing basis.
Diversity is further supported by the work, advocacy andleadership of our Employee Resource Groups (ERGs). For
30 years, our ERGs have added value to our colleagues andbusinesses by helping to engage and develop the diverse talentneeded to build a world that works. These are communities built
on common backgrounds and experiences that welcome all
employees to learn, connect, advocate, and foster a senseof belonging. Our ERGs include:• African American/Affinity Forum• Asian Pacific Allies & Friends• Disability Advocacy Network• Green Team Network• Hispanic Forum• Pride Alliance• Veterans Network• Women’s Network CLICK HERE TO
FIND OUT MORE

18 GE Human Rights Report 2021

Overview

Introduction

The Human Rights
Challenge for GE

Our Commitment

Appendices
UN Guiding Principles Reporting Framework

Our Priorities

Our Program

Appendices

SourcePage Number, Direct Link, or Additional Information

PART A: GOVERNANCE OF RESPECT FOR HUMAN RIGHTS				
Policy Commitment
A1

What does the company say publicly about its commitment to respect human rights?

Human Rights Statement of Principles
Human Rights Report
Sustainability Reporthttps://www.ge.com/sites/default/files/human_rights_statement_of_principles.pdf
Human Rights Report: Section Introduction, pages 02-03
https://www.ge.com/sustainability

A1.1

How has the public commitment been developed?

Human Rights Statement of Principles
Human Rights Reporthttps://www.ge.com/sites/default/files/human_rights_statement_of_principles.pdf
Human Rights Report: Section Introduction, page 03

A1.2

Whose human rights does the public commitment address?

Human Rights Statement of Principles
Human Rights Reporthttps://www.ge.com/sites/default/files/human_rights_statement_of_principles.pdf
Human Rights Report: Section The Human Rights Challenge for GE, page 05
Section Our Commitment-Policies, page 06

A1.3

How is the public commitment disseminated?

Sustainability Report
Human Rights Statement of Principles
Human Rights Report
GE Integrity Guide for Suppliers, Contractors
and Consultants

https://www.ge.com/sustainability
https://www.ge.com/sites/default/files/human_rights_statement_of_principles.pdf
Human Rights Report: Section Our Commitment-Policies, page 06
Section Our Commitment-Training, page 07
https://www.gesupplier.com/ge-integrity-guides/

Sustainability Report
Human Rights Statement of Principles
Human Rights Reporthttps://www.ge.com/sustainability
https://www.ge.com/sites/default/files/human_rights_statement_of_principles.pdf
Human Rights Report: Section The Human Rights Challenge for GE, page 05
Section Our Program-Due Diligence pages 11-13
Section Our Program-Engagement and Remedy, page 14-16
Human Rights Report: Section Our Commitment-Oversight, page 08

Embedding Respect for Human Rights
A2

How does the company demonstrate the importance it attaches to the implementation of its human rights commitment?

A2.1

How is day-to-day responsibility for human rights performance organized within the company, and why?

Human Rights Report

A2.2

What kinds of human rights issues are discussed by senior management and by the Board, and why?

Human Rights Report

Human Rights Report: Section Our Commitment-Oversight, page 08

A2.3

How are employees and contract workers made aware of the ways in which respect for human rights should informtheir decisions and actions?

Human Rights Report

Human Rights Report: Section Our Commitment-Policies, page 06
Section Our Commitment-Training, page 07

A2.4

How does the company make clear in its business relationships the importance it places on respect for human rights?

Human Rights Report

Human Rights Report: Section Our Commitment-Policies, page 06
Section Our Program-Due Diligence pages 11-13

A2.5

What lessons has the company learned during the reporting period about achieving respect for human rights, and what
has changed as a result?

Human Rights Report

Human Rights Report: Section Our Program-Engagement and Remedy, pages 15-16

PART B: DEFINING THE FOCUS OF REPORTING
B1

Statement of salient issues: State the salient human rights issues associated with the company’s activities and business
relationships during the reporting period.

Human Rights Report

Human Rights Report: Section Our Priorities, pages 09-10

B2

Determination of salient issues: Describe how the salient human rights issues were determined, including any input fromstakeholders.

Human Rights Report

Human Rights Report: Section Our Priorities, pages 09-10

B3

Choice of focal geographies: If reporting on the salient human rights issues focuses on particular geographies, explain howthat choice was made.

B4

Additional severe impacts: Identify any severe impacts on human rights that occurred or were still being addressed during
the reporting period, but which fall outside of the salient human rights issues, and explain how they have been addressed.

Human Rights Report

Human Rights Report: Section Our Priorities, pages 09-10
Section Our Program, pages 11-16

PART C: MANAGEMENT OF SALIENT HUMAN RIGHTS ISSUES
Specific Policies
C1

Does the company have any specific policies that address its salient human rights issues and, if so, what are they?

Human Rights Report

Human Rights Report: Section Our Commitment-Policies, page 06

C1.1

How does the company make clear the relevance and significance of such policies to those who need to implement them?

Human Rights Report

Human Rights Report: Section Our Commitment, pages 06-08

Stakeholder Engagement
C2

What is the company’s approach to engagement with stakeholders in relation to each salient human rights issue?

Human Rights Report

Human Rights Report: Section Our Priorities, pages 09-10
Section Our Program-Engagement and Remedy, page 14

C2.1

How does the company identify which stakeholders to engage with in relation to each salient issue, and when and how
to do so?

Human Rights Report

Human Rights Report: Section Our Program-Engagement and Remedy, page 14

C2.2

During the reporting period, which stakeholders has the company engaged with regarding each salient issue, and why?

Human Rights Report

Human Rights Report: Section Our Program-Engagement and Remedy, page 14

C2.3

During the reporting period, how have the views of stakeholders influenced the company’s understanding of each salientissue and/or its approach to addressing it?

Human Rights Report

Human Rights Report: Section Our Program-Engagement and Remedy, pages 14, 16

19

GE Human Rights Report 2021

Overview

Introduction

The Human Rights
Challenge for GE

Our Commitment

Our Priorities

Our Program

Appendices

Appendices continued
UN Guiding Principles Reporting Framework continued

SourcePage Number, Direct Link, or Additional Information

PART C: MANAGEMENT OF SALIENT HUMAN RIGHTS ISSUES continued
Assessing Impact
C3

How does the company identify any changes in the nature of each salient human rights issue over time?

Human Rights Report

Human Rights Report: Section Our Priorities, pages 09-10

C3.1

During the reporting period, were there any notable trends or patterns in impacts related to a salient issue and, if so,
what were they?

Human Rights Report

Human Rights Report: Section Our Priorities, pages 09-10

C3.2

During the reporting period, did any severe impacts occur that were related to a salient issue and, if so, what were they?

Human Rights Report

Human Rights Report: Section Our Program-Engagement and Remedy, pages 14, 16

Integrating Findings and Taking Action
C4

How does the company integrate its findings about each salient human rights issue into its decision-making processes
and actions?

Human Rights Report

Human Rights Report: Section Our Commitment-Policies, page 06
Section Our Program-Engagement and Remedy, pages 14, 16

C4.1

How are those parts of the company whose decisions and actions can affect the management of salient issues, involved infinding and implementing solutions?

Human Rights Report

Human Rights Report: Section Our Commitment-Policies, page 06
Section Our Commitment-Oversight, page 08
Section Our Program-Engagement and Remedy, pages 14-16

C4.2

When tensions arise between the prevention or mitigation of impacts related to a salient issue and other businessobjectives, how are these tensions addressed?

Human Rights Report

Human Rights Report: Section Our Program-Due Diligence, pages 11-13
Section Our Program-Engagement and Remedy, pages 14-16

C4.3

During the reporting period, what action has the company taken to prevent or mitigate potential impacts related to eachsalient issue?

Human Rights Report

Human Rights Report: Section Our Program-Due Diligence, pages 11-13
Section Our Program-Engagement and Remedy, pages 14-16

Tracking PerformanceC5

How does the company know if its efforts to address each salient human rights issue are effective in practice?

Human Rights Report

Human Rights Report: Section Our Program-Due Diligence, pages 11-13
Section Our Program-Engagement and Remedy, pages 14-16

C5.1

What specific examples from the reporting period illustrate whether each salient issue is being managed effectively?

Human Rights Report

Human Rights Report: Section Our Program-Engagement and Remedy, page 16

How does the company enable effective remedy if people are harmed by its actions or decisions in relation to a salient
human rights issue?

Human Rights Report

Human Rights Report: Section Our Program-Due Diligence, pages 11-13
Section Our Program-Engagement and Remedy, pages 14-16

Remediation
C6
C6.1

Through what means can the company receive complaints or concerns related to each salient issue?

Human Rights Report

Human Rights Report: Section Our Program-Engagement and Remedy, page 15

C6.2

How does the company know if people feel able and empowered to raise complaints or concerns?

Human Rights Report

Human Rights Report: Section Our Program-Engagement and Remedy, page 15

C6.3

How does the company process complaints and assess the effectiveness of outcomes?

Human Rights Report

Human Rights Report: Section Our Program-Engagement and Remedy, pages 15-16

C6.4

During the reporting period, what were the trends and patterns in complaints or concerns and their outcomes regarding
each salient issue, and what lessons has the company learned?

Human Rights Report

Human Rights Report: Section Our Program-Engagement and Remedy, pages 15-16

C6.5

During the reporting period, did the company provide or enable remedy for any actual impacts related to a salient issue and,if so, what are typical or significant examples?

Human Rights Report

Human Rights Report: Section Our Program-Due Diligence, page 12
Section Our Program-Engagement and Remedy, pages 15-16

1.	International Covenant on Civil and Political Rights (December 19, 1966), 999 U.N.T.S. 171 (entered into force March 23, 1976), Art. 8 [ICCPR].
2.	International Labour Organization (ILO), Convention concerning Minimum Age for Admission to Employment, C138, June 26, 1973 [ILO 138]; ILO, Convention concerning the Prohibition and Immediate Action for the Elimination of the Worst Forms of Child Labour,c182, June 17, 1999 [ILO 182].
3.	ICCPR, Art. 22; International Covenant on Economic, Social and Cultural Rights (December 16, 1966), 993 U.N.T.S. 3 (entered into force January 3, 1976), Article 8 [ICESCR].
4.	ICESCR, Art. 7.
5. ICESCR, Art. 12.
6. ICCPR, Art. 9.
7.	ICCPR, Art. 1; ILO, Indigenous and Tribal Peoples Convention, C169, June 27, 1989 [ILO 169].
For other reporting frameworks please see https://www.ge.com/sustainability/reports-hub.

20

GE Human Rights Report 2021

THE ENERGY
TRANSITION TO DRIVE
DECARBONIZATIONSAFETY FOROUR PEOPLE

Culture of
integrity in all
LIFTING OUR
that we do
COMMUNITIESENVIRONMENTAL
STEWARDSHIPA FUTURE
OF SMARTER
AND MORE
EFFICIENT
FLIGHT

COMMITMENTTO HUMANRIGHTSPRECISION HEALTH THATPERSONALIZES DIAGNOSESAND TREATMENTS

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

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