To solve for the energy trilemma and lead in the energy transition, we know our workforce must be globally skilled, diverse, and engaged. In 2022, we expanded our efforts to embed diversity, equity, and inclusion (DEI) into our operating processes for both employees and suppliers. We further improved our talent acquisition processes, strengthened our employee resource groups, and increased our outreach to diverse organizations with an increase in charitable giving to DEI causes compared to 2021.
We also worked to make our community outreach programs more strategic in and inclusive of the areas our employees live and work. We increased our charitable giving in the areas of environment, education and opportunity, and health and safety in multiple regions, including disaster relief for wildfires in Europe.
Our human capital strategy remains a core part of having a fair and equitable energy transition, and our people have an important role to play in driving the transition in the communities where we operate. You can read more in the Human Capital section of the 10-K.
We had another year of great progress on improving our environmental performance and mobilizing our workforce to reduce greenhouse gas emissions toward our goal of net-zero by 2050. In 2022, we reported a 23% reduction in our Scope 1 and 2 greenhouse gas emissions*, an increase in the use of renewable energy, and progress on many of our other environmental priorities.
We also continued to externally engage with key environmental and sustainability stakeholders, ensuring we have a strong voice in policy formation, commercial opportunities, and regulatory advancements. For the first time ever, Baker Hughes attended the U.N. Climate Change Conference (COP27) to foster direct dialogue with governments and develop a further ecosystem of partnerships, commercial opportunities, and sustainability programs.
*2021 actual compared to 2019 base year