1. Supply Chain Strategies for Economic/Environmental Cooperation in China Elizabeth A. Lowery Vice President, Environment & Energy General Motors Corporation

2. Global vehicle sales of nearly 9 million units in 2004 $193 Billion in Total Revenue in 2004 14.5% of the Global Vehicle Market Over 300,000 Employees Worldwide Manufacturing Operations in 32 Countries Vehicles sold in 200 Countries Over $80 Billion in Purchased Goods

3. 9.3% Market Share in 2004 13,000 Employees Current Vehicle Sales Leader 492,000 Vehicles Sold in 2004 Second Largest Market for GM China 7 Joint Ventures and 2 Wholly Owned Foreign Enterprises

4. Our Environmental Commitment A GM commitment to a safe and healthy environment was first articulated as a corporate policy more than four decades ago. The GM Environmental Principles were adopted by the Corporation in March 1991 to reaffirm this commitment. The Environmental Principles apply to GM operations worldwide.

5. GM Environmental Principles As a responsible corporate citizen, General Motors is dedicated to protecting human health, natural resources and the global environment. This dedication reaches further than compliance with the law to encompass the integration of sound environmental practices into our business decisions. The following environmental principles provide guidance to General Motors personnel worldwide in the conduct of their daily business practices. 1.We are committed to actions to restore and preserve the environment. 2.We are committed to reducing waste and pollutants, conserving resources and recycling materials at every stage of the product life cycle. 3.We will continue to participate actively in education the public regarding environmental conservation. 4.We will continue to pursue vigorously the development and implementation of technologies for minimizing pollutant emissions. 5.We will continue to work with all governmental entities for the development of technically sound and financially responsible environmental laws and regulations. 6.We will continually assess the impact of our plants and products on the environment and the communities in which we live and operate with a goal of continuous improvement.

6. Why focus on the supply chain? GM Environmental Principle #2 states: “We are committed to reducing waste and pollutants, conserving resources and recycling materials at every stage of the product life cycle.” This includes working with our suppliers to improve environmental performance and lower costs. This approach will allow them to become better suppliers to GM with a focus on continuous improvement.

7. GM Supply Chain Initiatives Supplier Environmental Advisory Team “Greening the Supply Chain” Saturn/U.S. EPA Supplier Partnership for the Environment China “Greening the Supply Chain” Initiative

8. Supplier Environmental Advisory Team Formed in 1998 to strengthen environmental approach to the supply chain Cross-functional representation of GM business units including, Supplier Development, Advanced Purchasing, Worldwide Facilities Group, GM Audit Services and Public Policy The team established 3 main objectives: Improve mutual understanding of environmental programs Improve the effectiveness of existing GM initiatives Develop and evaluate new ideas that promote eco-efficiency

9. “Greening the Supply Chain” Saturn/U.S. EPA Formed in 1997 as a partnership between Saturn, U.S. EPA, and the University of Tennessee Center for Clean Products and Clean Technologies Pilot project focused on improving the life-cycle performance of Saturn vehicles and the Saturn supply chain For example, four suppliers for the Saturn VUE identified 16 environmental improvements ranging from reductions in energy usage to solid waste avoidance The demonstration projects economic value was estimated to be $374,000 to $464,000 with full implementation

10. Supplier Partnership for the Environment Formed in 2003 between GM, U.S. EPA, and Automotive Suppliers to increase the business performance of companies while reducing environmental impacts Provides a forum for companies to work together to share “best practices” Provides facility-specific technical assistance on energy and materials use optimization Leverages the resources of federal agencies such as the National Institute of Standards and Technology’s Manufacturing Extension Program to conduct “lean and clean” workshops

11. Supplier Partnership for the Environment SPE has grown to 32 member companies including GM, Daimler Chrysler, Lear, Johnson Controls, Delphi and Visteon Small and medium suppliers have participated in the NIST “Lean and Clean” workshops Over $1 million in environmental and lean manufacturing savings have been identified from 6 workshops

12. China “Greening the Supply Chain” Initiative Why China? GM’s fastest growing market Small and medium enterprises make up 80-90% of the economy Opportunity for capacity building in the supply chain

13. China “Greening the Supply Chain” Initiative Why the World Environment Center? Broad experience with supply chain projects in Mexico and South America WEC member companies Dow and Johnson & Johnson are pleased with progress of their projects Developed successful capacity building projects that have produced environmental improvement and cost savings Strong technical resource in China

14. Greening the Supply Chain Project Approach

15. China “Greening the Supply Chain” Initiative Formed in 2005 between GM China, World Environment Center, Society of Automotive Engineers – China Initial pilot project will focus on capacity building in “clean production” techniques with a small group of automotive suppliers to SGM and SAE Objective of the project is to identify opportunities to reduce environmental impacts while lowering the operating costs of suppliers Suppliers will participate in a training session to help them assess their operations and develop plans to implement “clean production” practices

16. China “Greening the Supply Chain” Initiative Supplier participation from: Chassis components Seat systems Paint Wheels Engine components

17. China “Greening the Supply Chain” Initiative Project expectations: Identify cost saving/environmental improvements in the supply chain Implement the improvements at the supplier facilities Grow the project beyond the pilot

18. Examples of progress at GM Energy reduction Water reduction Waste reduction Recycling improvements Safety performance

19. Established energy goals in 2000 Added to the Manufacturing Scorecard Achieved goal 2 years early 13% reduction through 2004 Sharing of best practices: Cold shutdowns Compressed air reduction Paint shop shutdowns during non-production EMS and metering Lighting initiative Plant temperature stds Energy Reduction

20. Established water reduction goals in 2000 Added to Manufacturing Scorecard 23% reduction through 2004 Sharing of Best Practices Water Reduction

21. GM Global Waste Produced (thousand metric tons) 11.5% decrease As reported in 2005 CRS Report

22. GM Global Percent of Waste Recycled 4.4 percent increase As reported in 2005 CRS Report

23. Corporate Responsibility in Action: Employee Safety Values Principles Behaviors Results Culture Strategies Performance Respect for the Individual Employee Safety is Overriding Priority Focus Everyone on Prevention Enhance Safety Protocols; Support Initiatives; Global Monthly Reporting Benchmark for Safety Words Deeds

24. Summary GM has participated in successful supply chain projects that improve environmental performance at lower cost Partnerships are key to success Baseline assessments followed by goal setting has worked effectively for GM Sharing of best practices is essential Economic and environmental considerations are mutually compatible with this approach