External Contact Us Careers Investors BKR $23.42 Featured Capabilities Products & Services Company Home Corporate Responsibility People Investing in our people Image Image PEOPLE Investing in our people COMPENSATION, BENEFITS, AND EMPLOYMENT PRACTICES LEARNING AND DEVELOPMENT WORKING IN NEW WAYS OUR ENTERPRISE TALENT DEVELOPMENT PROGRAMS Compensation, benefits, and employment practices We offer competitive compensation and benefits packages to all employees and regularly assess our total rewards through industry benchmarking and local market comparison groups. The majority of our benefits are tailored by location to meet the specific needs of our employees, their families, and their communities. Healthcare plans and life insurance are a core benefit of the company and are provided to all full time employees globally. Baker Hughes offers leaves of absence for a range of quality-of-life needs, including family care and personal leaves. To support new parents with balancing work and family matters, in most countries that Baker Hughes operates, the company provides paid leave to all employees for the birth or adoption of a child that typically exceed local requirements. For example, in the U.S., employees may take up to eight weeks of paid parental leave. Being a global company means global opportunity. We recognize the value of local talent and work to hire, retain, and promote local employees across our business, supporting them with mentors, development, and guidance to ensure success. Learning and development Our learning and development offerings are just one of many ways we invest in our people and work to be an employer of choice. To retain our talented workforce, we design our training and leadership programs with a focus on growth, challenge, and understanding, and we recruit with intention and purpose. This year our learning and development organization pivoted to a virtual model, with 6,155 employees successfully participating in our leadership training programs, logging an average of 1.27 hours per participant. More than 29% of employees completed performance reviews with their managers. Additionally, 440 employees completed our enterprise talent development programs. Despite the year’s challenging external circumstances that required us to shift to virtual learning and development offerings, we continued to offer all our leadership programs. In our relentless focus on fostering inclusion, we activated thousands of internal influencers from our talent bench engagements, leadership programs, Employee Resource Groups, human resources, and corporate affairs teams to promote conversations and identify opportunities in support of culture, talent development, health and well-being, social justice, and community partnership. One way we are diversifying our recruitment efforts is through our collaboration with Potentia Workforce, an organization leading neurodiversity hiring through programs, projects, and products. Neurodiversity is another way we are striving to expand the diversity and inclusiveness of our workforce. Working in new ways As the reality of the pandemic set in across the globe, our company’s robust crisis-management teams and extensive experience allowed us to quickly pivot—enabling as many individuals to work from home as possible and ensuring that individuals who needed to be on site for critical business-continuity work were equipped with personal protective equipment, able to work at least six feet apart, and work in a way that was as safe as possible. Throughout 2020, we saw an increase in video calls and an agile workforce willing to share best practices. In December, we introduced our policy for formal flexible work arrangements in the U.S., allowing employees to agree with leadership on flextime, remote working, and a compressed workweek as priorities and responsibilities allowed. This is an example of lessons learned during the pandemic that will be carried into our new normal. Our enterprise talent development programs Image Aspire A two-year rotational program for recent graduates and early career employees to grow functional and leadership skills through challenging assignments, learning plans, and global cross-functional projects. Impact A three-year leadership accelerator for top performing mid-career employees who have already built functional expertise and are ready to be developed into our executive pipeline. Cultivate A one-year non-rotational program that fosters the development of high-potential female leaders through immersive learning experiences and one-on-one mentoring. 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