Charitable Contributions: $3,400,000
Retirees since 1999: 8,330
As a high-tech industrial company engaged in a wide range of industries, our ability to compete can be affected by government policies at the federal, state, and even local level. These issues affect GE businesses, and in turn our employees, suppliers and other partners. Click on a topic to learn more about a specific policy concern.
Our business looks much different today than it did 20 or even five years ago, all with a goal of transforming GE into a high-tech industrial company to better serve our customers in today’s competitive, fast-paced world. While GE has undergone a significant transformation, our commitment to U.S. manufacturing remains the same.
GE Jobs in the U.S.
Future of Work
GE is one of the largest employers in the U.S. with more than 100,000 workers. Giving our employees the skills they need to perform high-tech jobs is critical to ensure that both our company and our employees continue to succeed well into the future. That’s why we are training 150,000 sourcing employees, building new Brilliant Factories across the country, and donating 3D printers and other cutting-edge technology to more than 300 U.S. schools.
A leader in innovation, GE is harnessing the power of cutting-edge technologies to ensure its facilities are prepared for the future of manufacturing.
Over the past 5 years, GE has opened 6 Brilliant Factories in the world, including:
The Brilliant Factory puts a “digital thread” through operations, from product design all the way to supplier management so we can see performance and output in real time.
GE is also leading the way in exploring the potential of additive manufacturing, also known as 3D printing. We hosted the industry’s first ever additive summit in May 2018 and have opened multiple U.S. facilities dedicated to harnessing the potential of this new technology for GE and our customers:
GE’s Brilliant Learning initiative provides training to global employees for new, highly-valuable jobs needed in today’s high-tech economy.
GE’s custom curriculum focuses on important skills such as lean, advanced, additive and digital manufacturing, as well as other technologies that are transforming the industry.
GE not only trains its current employees with important new skills, it also partners with schools and universities nationwide to ensure students are prepared for the high-tech manufacturing jobs of the future. Through GE’s Additive Education Program, we are investing $10 million dollars over five years to provide primary and secondary schools, universities, and colleges with the latest 3D printing technology.
For more information on jobs and the economy, explore the following resources:
GE is one of America’s largest exporters, selling products and services in over 180 countries around the world. Last year, over 60% of our orders came from customers located outside the U.S. These orders mean more work for our employees here in America.
Yet competition for new and established markets is intense and only getting stronger. We must compete with large global players here in the United States and around the world.
As a global company, GE has the ability to navigate complex international markets. But sound trade policies are still important to GE, largely because they promote general economic growth and help smaller companies.
OPEN FOREIGN MARKETS
Trade agreements break down foreign barriers and set strong enforceable trade rules. This helps large companies but is particularly important to smaller companies looking to compete abroad.
SET GLOBAL STANDARDS
Trade agreements also encourage universal regulations, such as standardizing the way data is stored, protected and moved across borders. This is an increasingly critical issue for companies like GE that are focused on digital innovation.
LEVEL THE PLAYING FIELD
Where we don’t have free trade agreements, it’s U.S. businesses that usually pay the price. Without free trade agreements, foreign companies still enjoy relatively unrestricted access to American markets, while U.S. businesses often face discriminatory taxes and other bureaucratic barriers abroad.
Winning globally means growing locally
95% of world’s population lives outside the U.S. We need to meet their needs in their markets to maintain demand for our U.S. products.
We grow by investing, operating and building relationships in the countries where we do business. We call this localization.
The world is interconnected. When we draw on our global footprint, we are more competitive. When we win in one market, it benefits our company around the globe. Here are just a few examples:
Times Union: GE in Schenectady to supply Mexican power plant
Dallas Business Journal: GE gets largest order in 3 years from CN, work to be done in Fort Worth
GE Reports: SpiceJet to buy GE engines, services valued at $12.5 billion
Made in Alabama: GE Aviation orders at Paris Air Show to boost Alabama operations
Every country wants to create jobs and bring investment to their country. Competing for global deals is not easy, and requires flexibility and creativity. We do this country by country, deal by deal.
We are made stronger by diverse teams. We need a global workforce with local knowledge and different backgrounds to continue innovating and delivering for our customers.
For more information on jobs and the economy, explore the following resources:
Our U.S. workers earn high wages because they make leadership products that can be sold around the world. Global growth is critical to our success and has helped us become more efficient and more competitive. A fair tax system allows our workers to succeed on a global scale.
For years, the United States tax system put our country at a competitive disadvantage in the global market. Until recently, we had the highest business tax rate in the developed world.
In 2017, Congress passed and President Trump approved the Tax Cuts and Jobs Act, which was the first reform to our tax system in over three decades. Under this new system, the corporate tax rate has been lowered to 21% and U.S. businesses will now be able to reinvest their foreign earnings back into the United States. GE supports the new tax reform law because it brings U.S. tax rates in line with other countries around the world and allows U.S. businesses and workers to compete fairly, so that it’s the quality of our products that determine whether we win global deals instead of the tax differences.
GE has long stated that we support the implementation of tax reform, even though it means we as a company will now pay higher taxes. The new tax system provides more certainty and stability, which allows both our own business and those of our customers to better plan and invest over the long-term. We remain committed to working with legislators to ensure that this system is implemented in a way that continues to benefit U.S. manufactures and workers.
GE sells products and services to customers in a massive range of different markets. In each of these markets, GE and its customers must deal with a complex and ever-changing body of regulation. Regulations cover topics that range from setting air emissions limits for GE products to determining which agency processes the paperwork for importing electric motors.
The federal government typically issues thousands of new regulations each year. Most of these regulations involve very little burden or disruption, but a small handful of regulations each year have the potential to dramatically change behaviors and even markets.
Under the current administration, the number of new regulatory rules has decreased significantly.
This in itself is neither a good nor a bad thing for GE. As the examples below demonstrate, regulations can often help GE and our customers by offering clarity or certainty, so GE must consider each regulation on a case-by-case basis
Generally speaking, GE promotes principles of good regulation and policies that clarify the regulatory landscape. We do best in systems where our technical experts are free to provide their input and where they will be heard and taken seriously. GE promotes transparency because we believe in a fair system where those affected by a regulation had the chance to participate in its creation by filing public comments or testimony.
Here are three examples illustrating GE’s approach to recent regulatory reform:
GE Power and Air Permitting Regulations
Currently, GE customers that want to purchase new, more efficient equipment must undergo the regulatory process of new air permitting. We support air permitting reform so that customers are no longer required to undergo this lengthy process when they install new equipment aimed at improving efficiency. Eliminating this constraint will help customers more easily adopt the innovative technology needed to advance in a competitive market.
GE Healthcare and DaTscan
DaTscan is an imaging agent that highlights specific details of a patient’s brain in order help doctors differentiate Parkinson’s Disease from other essential tremors. Until recently, DaTscan was successfully used in many countries but was not as widely available in the United States due to Drug Enforcement Agency regulations on the agent. GE was able to work with the DEA and the Department of Justice to ease the restrictions and make DaTscan more widely available in the U.S. healthcare market. Today, more patients are able to receive earlier diagnoses and treatment for diseases such as Parkinson’s as a result.
Drones and Future Airspace Regulations
With the use of drones becoming increasingly common in the United States, there is a widespread consensus among experts that the drone industry requires a modernized regulatory framework. Existing regulations must be updated and new regulations must be created in order for this young industry to continue to grow. GE is at the forefront of this effort with the launch of our new company AiRXOS. AiRXOS is currently participating in three Department of Transportation pilot programs that will influence future rules and regulations governing the safe operation of manned and unmanned equipment in the air and on the ground.
For more information on Regulatory Reform, check out the following resources:
GE is a leader in sustainability and is dedicated to providing technology and digital solutions to help customers reduce their emissions footprint, improve overall efficiency, and minimize their environmental impact across the energy spectrum.
GE works with customers, other industries and the U.S. government to promote sound energy and environmental policy to help grow the U.S. economy. By ensuring the delivery of reliable and affordable energy to the American people and businesses, GE enhances quality of life in the United States and globally.
GE’s voice is essential in these processes, and we work hard to ensure that governments understand both the potential and limits of technology and how that technology is applied by our customers.
The future of electricity is digital, and across the electricity value network, GE is partnering with customers around the world on digital power plant solutions to increase output, reliability and efficiency while upholding our commitment to safety and environmental responsibility.
In June 2016, GE Power launched commercial operations of the first-ever, combined-cycle power plant equipped with GE’s HA gas turbines designed and engineered in Greenville, SC. The plant was recognized by the Guinness World Records as the world’s most efficient of its kind, at an efficiency rate of 62.22%, resulting in significant reductions in CO2 and other emissions. Read more here.
Expanding Renewable Energy
In 2015, GE Renewable Energy announced the world’s first Digital Wind Farm, a dynamic, connected and adaptable wind energy ecosystem that pairs world-class turbines with the digital infrastructure for the wind industry. The technology boosts a wind farm’s energy production by up to 20% and with digital technology supports a more seamless integration of wind energy into the grid.
Developing Customer Solutions
In Baker Hughes, a GE company, we are partnering with our customers to solve some of the toughest energy challenges at scale to create a cleaner, faster, smarter tomorrow. Through strategic partnerships with our customers, we are creating solutions that drive efficiencies in operations, lower production costs, and support the long-term sustainability of the industry.
Amongst the newest technologies are innovations like GE’s high-pressure ratio compressor that increases reliability and is one of the world’s largest suppliers of liquefaction technology. The development of such sustainable solutions is helping to lower fuel costs and bring the environmental benefits of cleaner burning natural gas to the world. Read more here.
Through our startup Current, we launched a new business model to accelerate the adoption of energy saving solutions. Current brings together GE’s LED, Solar, Energy Storage and Electric Vehicle businesses as an integrated offering for customers, and leverages GE’s Predix platform to collect data and help customers understand how they’re using, and losing, energy. This new offering will reduce energy consumption and related emissions, shave 10-20% off energy bills and help utilities better manage demand on the grid. Read more here.
More than 70 cybersecurity bills were introduced in Congress in 2017. Similarly, the Trump administration is gathering recommendations on how best to protect government and critical infrastructure networks. Any legislation or regulation impacting IoT devices and the data they produce could have significant implications for GE and its customers, suppliers, and employees. GE is actively advocating for policies that are globally compatible, preserve GE’s freedom to innovate, and promote asset and operations safety.
With close to 300,000 employees worldwide and operations in over 180 countries, GE employees reflect both the local communities we serve and the people with whom we do business. We see diversity and inclusiveness as an essential part of our productivity, creativity, innovation and competitive advantage.
Click below to learn more about our diversity outreach:
Soon after graduating from SUNY Cobleskill in 1980, Holly Comanzo started at the GE Global Research Center in 1980. Today, Holly oversees the development at the phosphor lab and is an active member of the GE Women’s Network. To introduce girls to STEM fields, Holly also started teaching a Chemistry-for-Kids after school program.
David Dombrowski and his son, Chris, both work at the GE Aviation headquarters in Evendale, Ohio. Dave is also a program leader in the Engineering and Technology department and advocates for the People with Disabilities Network.
Al Walker works for the GE Company, LM Wind Power, as Team Leader in the Cut and Grind Department. Al is speaking out in support of The Wind Catcher Program because he sees it as a success for both his family and the entire state of Arkansas. The most rewarding part to Al is “once you see [the windmills] on the highway and then you can pat yourself on the back.”
Danny Musselwhite started Sound Machining in 1997. The company has been a supplier to GE for 10 years and today GE represents a majority of its business. Partnering with GE has allowed Danny to grow his company, including recently moving into a new facility.
ChemValve is a family-owned business that was started in 1993. The company manufactures valves for GE Power. With the help of the increased business with GE, the company expanded in 2004, moving from a rented facility to a new plant.
Phoenix Specialty has been working with GE for nearly 70 years. The company manufactures specialty washers, shims, seals, gaskets, and spacers for GE Aviation. Phoenix Specialty, which employs 100 people in Bamberg, South Carolina, has grown because of its partnership with GE.
After serving in the Air Force, Adam Olshefsky founded EDS Precision Systems. GE Power, one of EDS Precision Systems’ first customers, uses the company’s Precision Water Level to assemble steam turbines. When GE places an order with EDS Precision Systems, the company contracts more than 10 other U.S. businesses to complete the order.
Holloway Houston provides lifting equipment for GE Power and GE Oil and Gas turbines. Since Holloway Houston began working with GE eight years ago, the company has added 10 employees including welders, quality control operators and painters.
A university relations leader for GE based in Indianapolis, Tony Denhart, when faced with the chance to speak directly with Congresswoman Brooks of Indiana, spoke to the two areas most important to him, his family, the state of Indiana and, GE. Speaking from the heart, Tony received a positive response from Congresswoman Brooks, proving that sharing what matters most to you can truly impact decisions makers of America.
Following in the footsteps of his father, a former IRS employee, who encouraged his son to communicate with elected officials, Jeffery Bruck takes engaging with the local and federal government to heart. Jeff has seen the evolution of the GE Aviation facility in Durham, NC, where he works firsthand and has made a point of reaching out to representatives about the positive impact GE has had in North Carolina.