1983

The National Women's Advisory Council was born as a result of senior management's realization that women face considerable difficulties in becoming part of the company's mainstream.

1985

The Challenge for Excellence Conference, widely viewed as the genesis of the behavioural change towards women at GMCL, explored and refuted many of the myths surrounding women in the workplace.

1989

A Local Chapter was created in each of GMCL's manufacturing locations to focus on personal and professional development (i.e. career path planning, family law, stress management), educational outreach (i.e. Take Our Daughters To Work Day, GM Vision 2000, World in Motion) and networking opportunities.

1993

The Job Sharing Program was implemented to give interested employees the opportunity to work 50% of regular monthly hours - with or without a partner.

1994

The Targeting Improved Participation Strategy (TIPS) was introduced to attract women to manufacturing and give all employees an opportunity to engage in a short-term no-risk opportunity in manufacturing.

1995

The first issue of Horizons was distributed to GMCL salaried employees. Horizons is a newsletter created to increase awareness of the Council, its mandate and initiatives.

1996

The Telecommuting Program was developed as a voluntary arrangement enabling employees, with prior management approval and support, to perform some or all of their work assignments in a location other than their traditional work site, while continuing to maintain productivity, accountability, customer service and teamwork.

1997

The Driving Change through Diversity Conference reinforced the GMCL Strategy Board's belief that employees need assistance to establish networks, be receptive to change, take risks/challenges and manage their own careers. GMCL made a commitment to support these developmental goals by implementing the Individual Growth Strategies training for all salaried employees.

1999

The Mentoring Program was launched allowing employees to partner with committed advisors to discuss issues such as "barriers" - real and perceived, career path planning, work-life balance, etc.

2000

The Summer Day Camp Program was developed in partnership with the YMCA to help employees in scheduling summer activities for their children within the parameters set by their hours of work (Drop off as early as 6:00 a.m. and Pick up as late as 6:00 p.m.).

2002

The first GMCL Women of Influence Symposium was held. Five successful female panelists shared the skills and abilities allowing them to develop their careers and to grow both their personal and professional lives. It was also an ideal opportunity for the attendees to network and ask questions on issues such as work-life balance or career path planning in a relaxed setting.

A semi-annual Plant Managers Forum was launched to discuss and implement initiatives relating to the attraction, development and retention of Women in Manufacturing.

2003

The first 12-18 month Job Rotation was implemented. Envisioned as an opportunity to share best practices and enhance job experiences for all employees, the exchange between the Canadian Regional Engineering Centre and the Oshawa Truck Plant was a great success.

2004

The Female Marketing Advisory Committee (formerly known as NWAC S.W.A.T. Reps) was formed to act as an advisory board for women's vehicle purchase decisions in the marketplace. Chaired by the Conquest Customer Manager, the National Women's Advisory Council jointed this team starting in 2005 and helps to create a strategic information link between Marketing, Engineering and manufacturing for female consumers.

2005

The Supervisor Experience was introduced to give GMCL employees a risk-free opportunity to "test out" manufacturing through job-shadowing a Production Supervisor for a week.