Navigating the
Road to Zero Crashes,
Zero Emissions and
Zero Congestion

A Message from
GM Chairman and
CEO Mary Barra

Leadership Message To Our Stakeholders.

Two years ago, amid a sweeping business and cultural transformation at General Motors, we revealed our vision to create a world with zero crashes, zero emissions and zero congestion. Since then, that vision drives our business decisions because it is the right thing to do for our customers, our employees and future generations.

We are moving quickly to reshape the future of personal mobility to save lives, create a cleaner environment and end the traffic jams that waste our time and money. As you will see in this report, our journey is already well underway.

In 2018, we accelerated our transformation to position the company for long-term success in a rapidly changing world. As we continue to strengthen our core business, we are placing smart bets on technologies that will drive a future that is electric, autonomous, connected and shared.

Committed to an All-Electric Future

Climate change is real, and we take the challenges it presents seriously. We also recognize the transportation sector needs to be part of the solution, which is why we believe in an all-electric future.

To this end, over the next two years we will double our resources allocated to electric and autonomous vehicle programs, and we will prioritize future investments in next-generation battery-electric vehicles. Here’s a look at our recent progress in electric vehicles (EVs):

  • In June, we reconfirmed we are preparing a full lineup of electric vehicles, including an electric truck that is currently in development.
  • In March, we announced a $300 million investment in our Orion Township, Michigan assembly plant to produce a new Chevrolet electric vehicle, creating 400 new jobs. The vehicle will be built alongside the award-winning Chevrolet Bolt EV.
  • In January, we announced Cadillac will be General Motors’ lead EV brand when we launch our next-generation, battery-electric vehicle architecture. This global architecture will be flexible and versatile, allowing us to build everything in our portfolio from just three drive units. This flexibility will allow us to deliver profitable EVs that also meet our customers’ needs for affordability and range.
  • In 2018, we introduced two new all-electric vehicles in China, based on what we have learned from developing the Chevrolet Bolt EV: the Buick Velite 6 EV and the Baojun E200. China is the world’s largest EV market, and a major driver of EV adoption.

To support our growing EV portfolio, last fall we invested $28 million in our battery lab at our Global Technical Center in Warren, Michigan, where we conduct nearly all battery testing to reduce development time and cost. The investment funded new test chambers and advanced equipment that will help us accelerate our next-generation battery architecture. We continue to build lithium-ion batteries at our Brownstown Battery Assembly Plant.

Where it makes sense, we work with like-minded partners to bring EVs to market more quickly. In 2018, we announced a partnership with Honda to collaborate on advanced chemistry battery components, with Honda ultimately sourcing battery modules from General Motors. Our combined scale and manufacturing efficiencies will help each of us accelerate our EV programs.

“While the transition to an all-electric future will not happen overnight, we are tackling the numerous hurdles to adoption."

Advocating for an EV Ecosystem

While the transition to an all-electric future will not happen overnight, we are tackling the numerous hurdles to adoption. We understand that consumers want zero-compromise EVs that are highly desirable and attainable, with long range and a robust charging network.

To address concerns about range, we recently announced we will work with Bechtel to build a public EV fast-charging infrastructure in the U.S. We will leverage our scale, flexibility and proprietary data to provide convenient charging options to EV customers as awareness and adoption continue to grow.

Earlier this year we announced our intentions to collaborate with EVgo, ChargePoint and GreenLots — three of the nation’s leading EV charging networks — to give our EV customers access to more than 31,000 charging ports, data about charge station availability and compatibility, and other real-time, data-driven features through the myChevrolet app.

On the policy front, we endorse the recently introduced Driving America Forward Act, a bipartisan measure that would encourage greater sales of electric vehicles by extending the federal EV tax credit.

Another step toward an all-electric future is our proposed National Zero Emission Vehicle (NZEV) program. It is a comprehensive approach to help move the U.S. faster toward zero emissions, while encouraging American innovation and preserving the country’s industrial strength.

Under the plan we have submitted, manufacturers would need to meet steadily increasing targets for electrifying a portion of their light-duty vehicle fleets. In addition, we support further dialogue on continued EV research, EV infrastructure investment and federal incentives. The program could put more than 7 million long-range EVs on the road while reducing CO2 emissions by 375 million tons over current levels between 2021 and 2030.

Reimagining Personal Mobility

We believe the future is electric, and we also believe it is autonomous, connected and shared. General Motors is making rapid advancements today to disrupt the traditional one vehicle/one driver model of mobility.

Successful, widespread and safe deployment of autonomous vehicles (AVs) will require the right integration of technology, talent and manufacturing expertise. When it comes to developing and deploying self-driving vehicles, General Motors and its Cruise AV subsidiary are in a unique leadership position, with everything from design, engineering, validation and testing all under one roof.

We believe this seamless integration is the safest way to develop autonomous vehicles, and with help from investments from the SoftBank Vision Fund ($2.25 billion), Honda ($2.75 billion), and most recently, funds advised by T. Rowe Price and existing Cruise partners, ($1.15 billion), we will strengthen our commercialization plans.

These investments and strategic partnerships validate our approach to AV development, and importantly, give us the resources to tackle what we believe is the greatest engineering challenge of our generation.

At Cruise, we plan to add 1,000 employees this year — nearly doubling our workforce — as we develop and prepare to safely commercialize AVs. Cruise already operates an employee ridesharing network in San Francisco using Cruise AVs. Additionally, we are working with Cruise and Honda to develop a new, purpose-built AV for global deployment that can serve a wide variety of use cases.

Technologies such as Cadillac’s hands-free driver assistance system, Super Cruise, are stepping stones to fully autonomous vehicles. This year we are expanding the functionality of Super Cruise and adding another 70,000 miles of compatible divided highways in the U.S. and Canada, making this technology available on more than 200,000 miles of highways.

Self-driving vehicles are one way to disrupt the traditional ownership model; sharing is another. Through Maven, our on-demand shared mobility platform, we have learned a great deal about how urban customers use shared mobility. Our newest offering, peer-to-peer car sharing, allows owners of General Motors vehicles to earn money by listing their personal vehicle for Maven members to use.

of GM’s operational electricity needs are powered by renewable energy

Reducing Our Environmental Footprint

Beyond transitioning to electric, autonomous and shared vehicles, we are working across our global operations to minimize our environmental impact on the way to a zero-emissions future. Today, renewable energy powers about 20 percent of our operational electricity needs as we progress toward our 100 percent renewable energy commitment by 2050.

Thanks to a series of purchase agreements for wind power, our full-size SUV assembly plant in Arlington, Texas, runs entirely on wind energy, earning a spot on the U.S. Environmental Protection Agency’s National Top 100 List of the largest green power users.

We also have entered into a wind power agreement with DTE Energy in Michigan to purchase 300,000 megawatt hours of electricity — enough to operate our Technical Center in Warren and our global headquarters in Detroit.

In addition to our renewable energy goal, we are committed to using less energy overall and reducing our carbon emissions globally. Since 2010, we have reduced our carbon intensity by over 20 percent, avoiding 1.5 million tons of carbon emissions — roughly the annual electric use of 260,000 homes.

Making our vehicles lighter and more efficient is another step toward zero emissions. As customers continue to choose crossovers, trucks and SUVs over sedans, our teams work to ensure these vehicles are as efficient as possible through techniques like 3-D printing, parts consolidation, aerodynamics and the use of lighter materials.

We have removed an average of 350 pounds from each architecture on new-vehicle launches, compared to the previous model. This has reduced carbon emissions by about 312,000 metric tons per year, and demonstrates that strides toward zero emissions can also come from our traditional product lineup.

We are experiencing more change in the auto industry today than in the past
50 years

Investing in Talent for Today and Tomorrow

To deliver the technology, transformation and vision we’ve laid out, we must build a world-class, inclusive culture, with diverse perspectives and innovative ideas from people who feel they can bring their true selves to work.

A truly inclusive culture gives our business a competitive edge, and gives our customers winning vehicles and services.

As of June 2019, we have a majority female Board of Directors. This sends a message to current and prospective employees that our commitment to diversity begins at the top.

GM is proud to be ranked No. 1 for gender equality by Equileap, based on our commitment to pay equity at all levels of the company. Additionally, this year we were named to Bloomberg’s Gender-Equality Index for our commitment to advancing women’s equality.

Cultural transformation is every leader’s job. We are accountable for developing a pipeline of diverse talent through career development, and from insights from our internal Executive Networks and Employee Resource Groups.

Looking to the future, our urgent priority is to create a strong pipeline of talent proficient in STEM disciplines — the future designers, IT professionals, engineers and leaders of our company. Third-party studies reveal that by 2025, there will be up to 2 million unfilled STEM jobs in the U.S. because of a lack of qualified candidates.

Given the right opportunities, women, minorities and other under-represented groups can help make up this shortfall. We are engaging students and sparking interest in STEM careers with a number of programs and partnerships at the intersection of STEM and the future of mobility, including:

  • AI4ALL, a nonprofit dedicated to increasing diversity and inclusion in AI development;
  • Girls Who Code, which gives girls from underserved communities access to computer science education and mentorship; and
  • the International Society for Technology in Education, a national nonprofit focusing on education technology, setting standards for educational tech products and training teachers in STEM education.

We are also investing in our manufacturing base to support production of the crossovers, SUVs and trucks that today’s customers prefer. In the past decade alone, we have invested about $23 billion in our U.S. facilities, more than any other automaker during that timeframe, and nearly a quarter of all U.S. automotive manufacturing-related investments.

We will continue to invest in our core products because they will be an important part of our business for years to come.

Powered by Our Purpose

For years, we have said that the auto industry is experiencing more change today than in the past 50 years. That pace of change is only accelerating. With the right team, technology, resources and scale to achieve our vision, I believe the only thing that can stop us is not acting quickly enough.

Disruption creates uncertainty, but it also creates vast possibilities. I’m excited about the changes happening within General Motors, and the opportunity to create mobility solutions that will enhance shareholder value and lead to a better world.

Mary T. Barra
Chairman and Chief Executive Officer