2021 Baker Hughes Progress in our Social Strategy

Our social strategy

The People pillar of our sustainability strategy encompasses our relationships with our employees, customers, and communities around the globe. This includes a broad range of social topics including human capital, workforce development, and community engagement. We see these topics as intricately linked and important to advancing our corporate strategy. In this section, we discuss Baker Hughes’ programs to advance DEI, promote a just energy transition, attract, retain, and develop talent, and support the communities where we live and work.

Our human capital strategy is crucial to accelerating innovation and to facilitate a just energy transition where workers and communities are not inequitably impacted by changing operations and economies.

As an energy technology company with operations around the world, we recognize that a diverse workforce is an asset.

To attract the best and most diverse talent to lead our energy transition journey, we strive to provide an inclusive and welcoming culture and workplace that allows innovation to thrive. We support this with opportunities for employees in every part of our organization to learn, grow, and develop in their careers and to equip themselves with the skills we will need as our business evolves.

We support our employees through learning and development opportunities, competitive compensation and benefits, health and wellness programs, and opportunities We also honor employees’ differences by supporting opportunities for them to share their values through internal networks and external community service and volunteerism.

Even as we advance new technologies and ways of working, we recognize that the energy transition should be a transition for all. For a just energy transition, all communities should realize its benefits, and costs should not be carried disproportionately by any one segment of society.

For our workforce, this means practicing responsible workforce planning and providing equitable access to training and development to prepare our people for the types of skills and job roles that will be needed in the future. For society, it means recognizing that there are historic issues to be addressed. This is achieved when all people are treated fairly with respect to the development of energy and environmental policies and the evolution of energy systems. We are committed to doing our part as an energy technology leader and being a voice for a just energy transition by engaging in public dialogue through our stakeholder engagements and recognizing and supporting the work that remains to be done.

As of December 31, 2021, we have 53,996 effective employees. More than 42,000 of our employees are based outside the US in 90 different countries. This diversity of global perspectives makes our Company stronger, more resilient, and more responsive to our global customers.

Our Board of Directors plays an active role in overseeing the Company’s relationships with our employees and communities. Our Human Capital and Compensation Committee provides oversight of our social strategy, policies, programs, and initiatives, with particular focus on DEI, pay equity, culture, talent management, succession planning, and executive compensation and benefits. Our Governance and Corporate Responsibility Committee provides oversight of employee safety, health, and wellness matters.

Read more in the 2021 Corporate Responsibility Report here

Questions about this report and other sustainability issues can be submitted via our website at https://www.bakerhughes.com/contact-us or via email at SustainabilityTeam@bakerhughes. com.