The automotive industry has been the backbone of U.S. manufacturing and a leading
investor in research and development for nearly a century. It is a significant factor in the
U.S. economy, employing 1 in 10 workers and a major purchaser of U.S.-made steel,
aluminum, iron, glass, plastics and electronics. It is an industry undergoing massive
change, and one that can be key to both transforming the U.S. economy and creating
high-tech, ―green‖ jobs that support a healthy and growing middle class. Appendix A
presents key facts about the role of the automotive industry on the U.S. economy.
For most of this decade, General Motors has been pursuing a major transformation of its
business, working to improve the consumer appeal, quality, safety, and fuel efficiency of
its cars and trucks; to achieve cost competitiveness or advantage in labor, manufacturing,
product development, procurement and staff functions; and to address the Company‘s
huge legacy cost burden.
As noted in the December 2 submission, the Company has
made significant progress in all of these areas and, even after rising oil prices and a
slowing economy in mid-2008 cut automotive volumes by more than 20%, GM was
confident in its ability to self-fund its continuing transformation.
In the last six months of 2008, housing price declines accelerated, foreclosures rose,
credit markets froze, job losses skyrocketed, and consumer confidence tumbled. As the
economic crisis intensified, automotive sales fell to their lowest per-capita levels in half a
century, putting automakers under enormous financial stress. All automotive
manufacturers have been severely affected, with most reporting significant losses in the
recent quarter. Under these extraordinary conditions, GM‘s liquidity fell rapidly to levels
below those needed to operate the Company, and GM was compelled to turn to the U.S.
Government for assistance.
Since December 2, economic conditions have continued to deteriorate globally. This,
combined with public speculation about GM‘s future, has further reduced the Company‘s
volumes, revenues, and cash flows. In addition, the weakening financial markets have
significantly reduced the value of GM‘s large pension fund assets.
The Company has responded aggressively to these worsening economic and industry
circumstances, accelerating, and adding to, the restructuring elements contained in the
Company‘s December 2 Plan (Chart 2 below presents key Plan changes). The revised
Plan comprehensively addresses GM‘s revenues, costs, and balance sheet for its U.S. and
foreign operations, and is based on conservative assumptions. It also results in a business
that will contribute materially to the national interest by developing and commercializing
advanced technologies and vehicles that will reduce petroleum dependency and
greenhouse gas emissions, and drive national technological and manufacturing
competitiveness.