TRUSAIC general motors u.t•L1nt1r LL»' �WI ll►U :,.1.::.t1 UP,.�(. UN!>UC... Lont.ct ESG ESG MATERIAL OOWNLOAOS ESG·RELATEO MANAGCMCNT GOVCRNANCC TOPICS &ARCHIVC POLICICS IN THIS SECTION Creabng An lnclus,ve Culture DE&I Governance & ERGS Equity •I GM Transportation Equity Suppli,.r Div1tr1ity l>l&I IJ.:Jta Everyone at General Motors is expected to uphold the values and behaviors that are integral to our culture-and foster an environment where we can openly and authentically contribute our best work, free from fear. General Motors GM is one of the only companies to achieve worldwide pay equity and their website showcases it. Since 2001 GM has been making strides to achieve pay equity, increase representation and foster a culture of inclusion, and they have the data to back it up. Similar to Apple's report, GM houses pay equity goals, commitment, and hard-evidence data on its website in its own section. There's an entire navigation system built-in as well. GM takes its pay equity commit­ ment a step further by providing it within the greater context of ESG. Disclosing your pay equity efforts allows all stakeholders to see you're committed to bettering the world through environmental and social governance. This is good for a number of reasons, most notably, it instils confidence that your brand is one concerned for the future of our planet and the well-being of humanity. Choosing to share its pay equity and DEi information this way is also great for demonstrating progress to investors, governing bodies, shareholders, and the general public.