Baker Hughes leveraged the foundational elements of our diversity, equity, and inclusion efforts to navigate the challenges of 2020. In addition to the pressures resulting from the COVID-19 pandemic, including concerning numbers of women leaving the workforce on a global scale, 2020 was a year of immense social unrest resulting in a global movement to address racial equity in and out of the workplace. Amid these tensions, we recognized the need to increase our focus on equity more broadly, ensuring fair treatment and access to opportunity for all employees, and we committed to assessing where we have opportunities to do better.
Many of our leaders and Employee Resource Groups (ERGs) were instrumental in creating spaces to have safe and supportive conversations to acknowledge diverse perspectives and process emotions during these challenging times. Further, we strengthened our culture through the global Diversity, Equity, and Inclusion Council and our ERGs, and through prioritization of DEI metrics in our talent strategy.
We know that advancing DEI is about more than implementing activities and programs. It’s about embedding the right behaviors to grow an inclusive culture. We seek to align our organization with the behaviors it will take to deliver on our strategy. These same behaviors will help us advance our culture—one that prioritizes trust, open communication, appreciation of differences, and continuous learning.
As we have continued to prioritize DEI, we have focused on diversifying our workforce, with a particular emphasis on increasing gender representation, and we are encouraged by areas of progress made in 2020. We experienced stronger hiring rates for women, moving from 22% in 2019 to 27% in 2020, contributing to our overall increase of employees who identify as female from 17% in 2019 to 18% in 2020. We understand that continued progress will require an ongoing commitment from our organization.
In 2020, our leadership development programs were comprised of 60% women, including the Cultivate program, which fosters the development of high-potential female leaders.
Additionally, in 2020, we empowered leaders to embed DEI into the hiring process through the use of a new recruiting tool, RoleMapper. It is a framework designed to develop diverse and inclusive vacancy postings that attract the widest possible pool of qualified and diverse talent.
As we look ahead, we remain committed to continuing to strengthen our focus on DEI. Inclusiveness is a learned behavior. We have seen a growing recognition within Baker Hughes that the more inclusive we are, the better the environment for everyone. Our programs seek to engage and equip leaders so they can own, demonstrate, and prioritize diversity, equity, and inclusion in the way they work and lead their teams. We will monitor progress—both qualitatively and quantitatively—to further drive and foster a culture of inclusion.
Specific to the United States, Equal Employment Opportunity (EEO) data shows continued opportunities for improvement. In the US, 36% of Baker Hughes employees identify as a member of a minority group, which has remained consistent with prior years.
Our people are the heart of Baker Hughes and our strategic advantage. One of the ways we organize the talents and interests of our people is through our Employee Resource Groups (ERGs). Our eight ERGs offer community, celebrate different perspectives, and give a voice to groups that might otherwise be unheard.
Our ERGs are communities that come together around shared characteristics, interests, or experiences. The ERGs have the potential to be true catalysts for change and inclusion at Baker Hughes, and we encourage all employees to participate either as members or allies.
We relaunched our ERGs in 2019 and have seen steady growth in participation. With 5,789 employees participating at year-end 2020, our ERGs host events, promote mentorship, and elevate conversation around awareness and key issues.
For example, our African American Forum (AAF) was a critical partner in supporting our Black community and employees during 2020’s focus on social justice. CEO Lorenzo Simonelli spoke to employees in conversations and showed his support and the company’s work to further social justice both internally and externally.
During a week-long celebration of International Day of Persons with Disabilities in December, the Enabled ERG held events across the company to educate and share experiences with employees.
With a focus on supporting the communities where we live and work, Uwem Ukpong, Executive Vice President of Regions, Alliances, and Enterprise Sales and Executive Sponsor of the AAF, joined the Greater Houston Partnership’s Racial Equity Committee. Houston, home to the Baker Hughes’s headquarters, is recognized as one of the most diverse cities in America, and the Greater Houston Partnership’s Racial Equity Committee serves as a framework for how companies can commit to increasing and implementing their diversity, equity, and inclusion efforts.
In our Women’s Network ERG, we saw over 85% growth over the prior year. In 2020, 94 women graduated CULTIVATE, a development program designed to accelerate the career development of female talent. An additional 101 women joined the next CULTIVATE class and are scheduled to graduate in 2021.
Our employee resource groups
Female workforce representation
Voluntary attrition percentage