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In 2020, GM announced its intention to become the most inclusive company in the world—from attracting and retaining a diverse workforce to providing developmental opportunities so every employee can realize professional growth throughout their career with GM.

Accountability for DEI begins at the highest levels of the company and extends throughout the organization. Every year, GM’s chief diversity, equity and inclusion officer presents a review of DEI to the Board. We also have an Inclusion Advisory Board (IAB) that is comprised of internal and external leaders and is led by our Chair and CEO. The IAB provides advice and recommendations to GM’s Senior Leadership Team on DEI and cultural competence. Our chief DEI officer is responsible for the creation and execution of our strategy as well as helping drive and coordinate cross-functional DEI initiatives across all regions and all levels of the company.

In addition to the IAB, other diversity-focused councils within our organization include:

  • GM Supplier Council
  • ERG Leader Council
  • Minority Dealer Development Council
  • Women’s Dealer Advisory Council
  • One DEI Council

We are working consistently and diligently to integrate DEI in everything we do throughout the business and build DEI maturity across the enterprise by engaging in critical conversations with leaders and employees to bring everybody in on our journey to inclusion. We recognize our journey must be rooted in transparency, accountability and a commitment to cultivate a culture of innovation where everyone can be their true self, do their best work, feel valued and know that their voice matters.

Meet our Inclusion Advisory Board.

Our Journey…to Become the Most Inclusive Company in the World

At General Motors, we recognize our journey to becoming the most inclusive company in the world is one that must be rooted in transparency, accountability and a commitment to cultivating a workforce that reflects the communities in which we live and work. We continue to take deliberate actions to ensure all areas of our business are supportive of a world-class, inclusive, equitable and diverse organization.

Building DEI Maturity Across the Enterprise

In June 2020, GM Chair and CEO Mary Barra, announced our mission to become the most inclusive company in the world and commissioned the IAB.

In August 2020, “Be Inclusive” became the eighth GM behavior.

Expanding critical conversations on DEI with employees around the globe.

Increasing capacity of the DEI Center of Excellence (COE) to accelerate reach and impact; global senior leaders leading DEI integration into the enterprise.

Growing global ERG impact while engaging functional DEI committees to help operationalize strategies on a local basis.

We are focused on simplifying our processes and procedures to enable us to move faster—we want to embed DEI into every aspect of our business.

Our DEI Strategy

As we pursue our path to EV leadership, we are focused on three DEI strategic pillars: DEI Maturity, Transparency and Talent Innovation. Our DEI strategy is aligned with and integrated into our growth strategy. We continue to heavily invest in and strengthen our COE for DEI, increasing areas such as business intelligence and insights, growth of ERG impact, internal and external partnerships, global reach and scale and workforce design and innovation.

Driving DEI Maturity

We are working with our leaders at all levels of the organization and with all employees to foster an inclusive culture, with an inclusive mindset, that continuously improves our interpersonal interactions with each other and our customers, suppliers and communities.

For example, GM recognizes that unconscious bias is one of the key impediments to building an inclusive culture, so we provided 1,300+ global leaders with live, interactive unconscious bias training in 2021. In addition, more than 125 global leaders received training to facilitate unconscious bias workshops in their respective workplaces around the world, setting up additional opportunities for live, interactive engagement and training. We also shared DEI Toolkits with 9,000 people leaders to help them drive dialogue on DEI topics with their staffs and introduced a new DEI people leader module for our learning platform, Degreed.

Increasing Transparency

Inclusivity demands transparency. We are committed to holding ourselves accountable and demonstrating progress to our internal and external stakeholders through data collection, analysis and disclosure. Publicly sharing certain information is an important part of accountability, for us and other companies, which is why we disclosed our consolidated Equal Employment Opportunity (EEO)-1 Report for the first time in 2021 for 2020 data and committed to make similar disclosures in the future.

Data collection and analysis is also an important part of transparency. We recognize the importance of understanding where we are today in order to continue our progress. We have launched an Inclusivity Index as part of our global Workplace of Choice survey. In addition, we believe that transparency reaches beyond data. We also aim for transparency in professional communications and encourage open discussion of our DEI journey. We have amplified internal communication around DEI and we regularly share inclusive moments that matter.

GM’s DEI progress is regularly reviewed by the Senior Leadership Team and the Board for progress against key metrics: Inclusivity Index score, diversity in the overall GM population and diversity in the overall executive population. We also measure hiring, promotions, performance assessments, candidate pools and attrition as indicators of equity. In 2021, we were pleased to report that our efforts yielded increases in representation among several underrepresented groups, including women and racial and ethnic minorities.

Leveraging Talent Innovation

Innovation is at the heart of transforming GM technologies, and we are bringing that same innovative mindset to our HR processes and systems to improve equity. A skills-based approach to hiring and a focus on new pathways to enter our workforce are key. Some examples include:

Being a founding member and Detroit-area lead of the OneTen coalition, 60 companies and leaders that aim to train, hire and advance 1 million Black Americans over a 10-year period into family-sustaining jobs with opportunities for advancement.

In year one, we hired 400+ individuals associated with this partnership, exceeding our OneTen hiring commitment.

Collaborating with organizations such as the Society of Women Engineers; the Society of Hispanic Professional Engineers; American Indian Science and Engineering Society; Out in Science, Technology, Engineering and Mathematics; National Society of Black Engineers; AfroTech and many other organizations that help provide us with a diverse slate of potential new hires.

Re-introducing our career re‑entry program, Take 2 that targets anyone who has two or more years of experience in a field of work and has taken a break from that field for two or more years.

Providing opportunities for more than 600 students annually through our paid college summer intern and co-op program, which has been recognized as one of the Top 100 Internship Programs.

Recruiting recent college graduates from more than 500 different U.S. colleges and universities.