General Motors China

General Motors China 2014 Corporate Social Responsibility Report

About the Report T

his is General Motors China’s seventh Corporate Social Responsibility Report (hereinafter referred to as “this

report” or “the Report”). It covers activities in 2014. Both “General Motors” and “GM” mentioned in the Report refer to General Motors Company. All instances of “GM China,” “we” and “the company” used in the Report refer to General Motors China. “GM’s operations in China” refers to its 11 joint ventures and two wholly owned foreign enterprises. Unless otherwise stated, all amounts of money in this report are in Chinese yuan. The Report includes data covering GM’s operations in China. All of the information in this report was provided and reviewed by GM’s operations in China to ensure its authenticity and reliability. All of the information disclosed in the Report is based on operations within the year of 2014, unless otherwise specified, with original records kept for reference. The

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information disclosed here has no falsehoods, misleading statements or major omissions.

Letter from the Executive /

01

P06

Introduction to General Motors General Motors 1.1 General Motors in China 1.2

Corporate Governance 2.1

Governance Structure

2.2 Compliance Management 2.3 Risk Management 2.4 Information Security 2.5 Sustainability Management

P12

03

Stakeholder Communication

4.1.2 SAIC-GM-Wuling’s Environmental Vision

4.2 Energy Conservation R&D

4.4 4.4.1

Green Product Cycle

Energy Efficiency Management 4.3.2

Waste Management

Green Supply Chain

Supplier Management and Training 4.4.2 Green Supply Chain Program

4.5

P09

Corporate Social Responsibility (CSR) Strategy

4.1.1 Shanghai GM’s Drive to Green Strategy

4.3.1

02

Corporate Social Responsibility (CSR) Management

4.1 Environmental management

4.3

P05

Green Office

3.1

3.2

Energy Conservation and Environmental Performance

04

P15

Table of Contents

5.1 5.2

Products and Customers

Product Quality Management 5.3

5.3.1 5.3.2

Vehicle Safety

OnStar In-Vehicle Safety and Security System

Interoperability Testing Project for New Energy Vehicles

5.4

Improving the Customer Experience

5.4.1

Effective Customer Communication

5.4.2 5.4.3

Enhancing Customer Satisfaction

Encouraging Customer Engagement

Employee Management and Care

P26

06 7.2 7.3

Summer Intern Program PACE Program

Workplace Safety and Health

7.6

P38

6.2.2

6.3

6.3.1

Health Care for Employees 6.3.2

Employee Engagement and Care 6.4 Employee Engagement and Communication Employee Activities and Care

Road Safety

Improving Public Health Disaster Relief

Advocating Volunteerism

08

6.2

6.2.1

Learning and Development Support

Environmental Protection

7.5

6.1

6.1.2

Growth and Promotion Support

Workplace Safety

P22

6.1.1

Employee Growth and Development

Supporting Talent Development 7.4

05


Social Contribution 7.1


6.4.1

6.4.2

07

P33

2014 GM China CSR Awards

2014 GM CSR Milestones in China /

P40

protecting vulnerable wetlands in eastern

working with more than 25 supplier plants

China; the GM Safe Kids Safe Road

across China.

program, which is educating children

G

eneral Motors and our joint ventures enjoyed another outstanding year

in China in 2014. We sold more than 3.5 million vehicles – an average of one every 9 seconds and an all-time high – as our Cadillac, Buick, Chevrolet, Wuling and Baojun brands had their best years ever. Over the years, we have won the trust of our customers across China 20 million times.

and their parents about child safety in

We have a similar goal of making our

and around vehicles; and the Chevrolet

products leaders in fuel efficiency.

Red Chalk Program, which is sending

The fuel consumption and carbon

volunteer teachers to disadvantaged

emissions of the new generation of

rural communities. In 2014, GM began

vehicles from Shanghai GM have been

supporting the Wuhan University of

improved by 8 percent compared to their

Technology’s new Partners for the

predecessors. In its fourth year, the GM

Advancement of Collaborative Engineering

China Consumer Fuel-Saving Challenge

Education (PACE) Center, which is training

showcased the fuel economy of products

the next generation of automotive industry

from the Buick, Chevrolet and Baojun

professionals.

brands.

GM China was named the fourth-best

GM and our joint ventures are preparing

Fortune 500 Company in CSR at the 2014

to introduce a range of new energy

Corporate Social Responsibility Annual

vehicles, including hybrids, plug-

Conference in Beijing. In addition, GM’s

in hybrids, extended-range electric

Guangde Proving Ground was the first

vehicles and pure electric vehicles. We

facility in China recognized by the Wildlife

are also cooperating with partners such

Habitat Council for creating a wildlife

as Shanghai Jiao Tong University to

habitat and enhancing biodiversity.

explore vehicle sharing featuring the EN-V 2.0 electric vehicle concept, which

GM is also addressing the impact of our

was designed, engineered and built in

vehicles and the plants that manufacture

Shanghai.

them. GM’s facilities in China are among the most efficient in the world. Twelve

GM has plans to introduce additional

joint venture plants have met the U.S.

exciting vehicles and cutting-edge

China has been GM’s largest market

Environmental Protection Agency’s

services that meet the needs of

since 2010. We are focused on putting

ENERGY STAR® Challenge for Industry,

China’s consumers. As we continue

the customer at the center of everything

which requires a 10 percent reduction

contributing to the success of our

we do. This goes beyond just designing,

in energy intensity within five years. GM

business and industry, we will also

building and selling world-class vehicles.

ended 2014 with 11 landfill-free facilities

continue contributing to the success of

GM, along with our joint ventures,

in China, which on average reuse or

the community, which has generously

partners and employees, is committed

recycle 97 percent of their waste from daily

supported GM in our largest market.

to helping create a greener, safer and

operations and convert the rest to energy.

healthier community in China. Our suppliers have gotten involved as GM has long been a leader in corporate

well. The Green Supply Chain Program,

social responsibility – or CSR. Local

launched in 2005, is helping local parts

programs include the GM Restoring

and components manufacturers improve

Nature’s Habitat Project, which is

their efficiency. Shanghai GM is currently

Letter from the Executive

01

Introduction to General Motors F

or more than a century, General Motors has been devoted to making the world’s best vehicles. With a customer-driven culture, GM continues to develop innovative technologies to shape the future of the automotive industry. General Motors China is part of GM’s global vision. We are working closely with our stakeholders to remain an industry leader in China.

1.1. General Motors

General Motors traces its roots back to 1908, when William “Billy” Durant founded the company. Today, as one of the largest automotive companies in the world, GM produces, sells and services vehicles in over 120 countries around the globe through 10 brands: Chevrolet, Buick, GMC, Cadillac, Opel, Vauxhall, Holden, Baojun, Wuling and Jiefang. The GM team shares a competitive spirit that drives it to excellence. Globally, GM has more than 216,000 employees working in nearly 400 facilities spread over six continents and speaking over 50 different languages. GM also owes its success to its 20,512 authorized dealerships, which serve as the face of GM in communities around the world.

GM’s Core Values GM’s Core Values are the foundation for everything the GM team does.

Customers

We put the customer at the center of everything we do. We listen intently to our customers’ needs. Each interaction matters. Safety and quality are foundational commitments, never compromised.

Relationships

Our success depends on our relationships inside and outside the company. We encourage diverse thinking and collaboration from the world to create great customer experiences.

Excellence

We act with integrity. We are driven by ingenuity and innovation. We have the courage to do and say what’s difficult. Each of us takes accountability for results and has the tenacity to win.

GENERAL MOTORS CHINA

06

1.2. General Motors Dating back over nine decades, the General Motors-China relationship remains solid and continues to grow steadily. With more than 58,000 employees in China, GM has 11 joint ventures and two wholly-owned foreign enterprises across the country. Along with its joint ventures, GM offers the broadest lineup of vehicles and brands among automakers in China. Our vehicles were sold under the Chevrolet, Cadillac, Buick, Baojun, Jiefang, Wuling, and Opel brands in 2014.

GM’s Operations in China 沈阳

Changchun

FAW-GM Light Duty Commercial Vehicle Co. Ltd. Shenyang

Shanghai GM Norsom Motors Co. Ltd.

Yantai

Shanghai GM Dong Yue Motors Co. Ltd. Shanghai GM Dong Yue Powertrain Co. Ltd. GM (China) Investment Corp. GM Warehousing and Trading (Shanghai) Co. Ltd. Shanghai General Motors Co. Ltd.

Shanghai

Pan Asia Technical Automotive Center (PATAC) Shanghai OnStar Telematics Co. Ltd. Shanghai Chengxin Used Car Operation and Management Co., Ltd. SAIC General Motors Sales Co. Ltd. SAIC-GMAC Automotive Finance Co., Ltd. Liuzhou

SAIC-GM-Wuling Automobile Co. Ltd.


07

GM attaches great importance to China and continues to expand our lineup of vehicles and services to suit the increasingly diverse market. In 2014, with more than 4,540 dealerships nationwide, GM and its joint ventures surpassed 3.5 million sales in China. We offer more than 40 different models under a strong portfolio of brands in China, ranging from mini-cars to luxury sedans and from mini-commercial vehicles to light-duty trucks. In addition, GM offers a wide range of services tailored for the domestic market.

The GM Campus Building in Shanghai

General Motors Sets Sales Record in China

12.0%

GM and its joint ventures sold a record

GM’s sales were up

3,539,970 vehicles

the previous high in 2013.

from

in China in 2014, an average of one vehicle every 9s and almost

9,700

vehicles each day.


08

02

Corporate Governance G

M is devoted to designing, building and selling the world’s best vehicles. Strong leadership and belief in our corporate vision are crucial to our continued growth. GM has created a sustainable business model that governs its operations around the globe.

Product design:

01

In product R&D, GM emphasizes the use of advanced technology to gradually reduce vehicle emissions and petroleum dependency, and to improve fuel economy.

02

04 Reinvestment: GM delivers a positive financial performance to ensure the company’s vitality, provides the best workplace for its employees, and contributes to the improvement of quality of life in the communities in which it operates.

Product manufacturing: In manufacturing processes, GM maximizes the rational use of resources, reduces the environmental impact of manufacturing, and shares responsibility for the local environment.

GM’s Sustainable Business Model

03

Product sales: GM offers a variety of environmentally friendly vehicles to meet the different needs of its customers.

GM China has adopted GM’s sustainable business model and its robust global corporate governance strategy, which focuses mainly on compliance management, risk management and information security. GM China provides ongoing training to ensure that employees’ conduct complies with laws and regulations. To support the sustainable development of the company, we also pay careful attention to potential operational risks and information security issues.


09

2.1. Governance Structure The Board of Directors is the highest oversight body of General

The Board has six standing committees: Audit, Directors and

Motors Company, with the mission of representing shareholders’

Corporate Governance, Executive Compensation, Finance,

interest in perpetuating a successful business. With 13 members

Public Policy, and Risk. Each has a written charter setting forth

(as of March 31, 2015), the Board takes full responsibility for

its purpose, authority and duties, which are available on GM’s

supervision over GM. All directors are independent except for

corporate website.

GM CEO Mary Barra, former GM Vice Chairman Stephen Girsky and former United Automobile Workers (UAW) Vice President

The Public Policy Committee (PPC) provides oversight and

Joseph Ashton, which is in accordance with the standards of the

guidance to aid management of public policy issues in order to

U.S. Securities and Exchange Commission and the New York

support GM’s global business growth within the framework of its

Stock Exchange.

core values. It reviews the following company activities: global public policy, diversity, corporate social responsibility, employee health and safety, and philanthropic activities.

2.2. Compliance Management We believe that our business is about more than just making the

harassment, conflicts of interest, unethical behavior, misuse

best vehicles; it’s also about building trust with our stakeholders

of information or computer systems, unfair competition or

by exceeding their expectations beyond doing the right thing.

insider trading, export compliance, privacy, anticorruption and

Based on this belief, GM drew up and implements the Global

appropriate interaction with government officials.

Integrity Policy, which is fully manifested in its Winning With

All GM people, including directors, officers and employees,

Integrity employee code of conduct. Winning With Integrity

are expected to adhere to the code of conduct. To improve

sets GM’s ethical standards and provides guidance and rules

understanding of integrity, GM China provides training to all

on how GM employees are expected to act with integrity in the

employees on the Global Integrity Policy and the GM China

workplace, in the marketplace and in their communities when

Anti-Corruption Policy. All employees of GM’s operations in

representing GM. In addition, Winning With Integrity provides

China also take mandatory online training courses.

guidance about what constitutes misconduct and clearly defines terms such as misuse of company property, discrimination,

Employee Training on Compliance in 2014 In 2014, all salaried GM employees were required to complete two online courses through GM Learning:

Global Anti-Corruption Compliance - Integrity: Gifts, Entertainment and Anti-Corruption

Leaders at GM were required to take a third course:

Reporting Wrongdoing and Business Misconduct

Information LifeCycle Management


10

2.3. Risk Management

2.4. Information Security

The Board of Directors implements its risk oversight function

GM takes information security seriously, in particular cyber

both as a whole and through delegation to its committees,

security. All employees are responsible for protecting proprietary

including the Risk Committee. The committees meet regularly

company information, and the privacy and security of our

and report directly to the Board, while the Board oversees and

customers. Rules and regulations on information security at

manages potential risks through review of GM's strategic plan

GM demand that personal computers and other communication

and regular communication with its committees.

tools be used for authorized purposes only.

Going beyond a traditional method of enterprise risk

At GM China, the IT and Human Resources teams have

management, GM takes new perspectives through the lens of

collaborated to provide information security training for all

sustainability, and considers risks such as climate change and

departments to improve awareness. The training is also part

water scarcity.

of the orientation for new employees, and its website provides useful tips on information protection for all employees.

2.5. Sustainability Management GM wants to be a leader in transforming transportation.

GM believes that the future of the automotive industry will be shaped by megatrends in which the nature of customer interaction changes, the importance of environmental efficiency

GM is focused on building the foundation for global

increases, technology reshapes the industry and global growth

sustainability. Driven by five strategic priorities, GM’s customer-

shifts to new markets. Through the lens of sustainability, GM

driven sustainability strategy has evolved in recent years and

regards industry challenges and change as new business

will be further integrated into the company’s business.

opportunities that can drive additional value for our customers.

EARN CUSTOMERS FOR LIFE

GROW OUR BRANDS

LEAD IN

DRIVE CORE

TECHNOLOGY & INNOVATION

EFFICIENCIES

CULTURE TO WIN

SUSTAINABILITY STRATEGY

Surpassing customer expectations for quality & safety.

Offering sustainable vehicle choices that meet the diverse needs of customers.

Leveraging advanced technologies to enhance fuel economy, safety and customer connectivity

Minimizing the impact of our operations and supply chain.

Building a culture that promotes our values of customers, relationships and excellence.


11

03

Corporate Social Responsibility (CSR) Management G

M is fully aware of its economic and social mission, which emphasizes the integration of economic, environmental and social development.

3.1. Corporate Social Responsibility (CSR) Strategy At GM China, we not only bring advanced technologies and

We focus our social contributions on four core areas: greener,

vehicles to China, but also uphold our mission to “be recognized

safer, smarter, and healthier. We also engage employee

as a sustainable and socially responsible company” and to

volunteers in various projects in environmental protection, road

give back to Chinese society. With the objectives of enhancing

safety, and education that are making an impact. By making

our brand image and engaging our stakeholders, GM China

social contributions, we are fulfilling our commitment to China.

has launched many impactful initiatives to drive for a better tomorrow.

3.2. Stakeholder Communication GM China is also a leader in information disclosure and stakeholder engagement. Since 2008, GM China has published its Corporate Social Responsibility Report annually, disclosing information on the company’s CSR management and performance. To achieve the sustainable development of our company and stakeholders, we work to continuously improve our communication mechanisms in order to better understand and respond to our stakeholders’ needs.


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Stakeholders

Issues of Concern

Major Measures Taken and Communication Method

Government and Supervisory Organizations

• Compliance management

• Legal compliance

• Risk management

• Global Integrity Policy

• Information security

• Winning With Integrity employee code of conduct

• Tax contribution

• Anti-corruption policy and training • Information security training • Paying taxes in accordance with the law

Environment

• Environmental management

• Drive to Green strategy

• Environmental impacts of

• R&D in energy conservation

manufacturing • Energy efficiency and vehicle emissions

• Energy efficiency management • Waste recycling and reuse • Supplier management and training • Green office

Customers

• Product innovation

• High-tech R&D

• Product safety

• OnStar system and interoperability testing

• Product quality • Customer service

• Effective customer communication channels • Customer satisfaction survey • Consumer Fuel-Saving Challenge


13

Employees

• Employee benefits • Employee development • Workplace safety and health • Employee engagement and care

• Employee management and welfare • Growth support and training • Safety risk screening system and safety stand down • Health insurance and support • Workplace of Choice survey • GM Family Day • Diversity actions

Community

• Road safety

• Road safety programs

• Environmental protection

• GM Restoring Nature’s Habitat Project and green campaigns

• Talent development • Public health • Disaster relief

• PACE program and ASEP program • Local clinics • Support following natural disasters • Volunteer activities

Suppliers

• Supply chain compliance

• Green Supply Chain Program

• Cooperation and win-win

• Supply chain management

programs

• Supplier training

• Fair purchasing • Lower environmental impact

Dealers

• Compliance management • Product and service quality • Upholding reputation

• ASEP • Training • Improving service


14

Energy Conservation and Environmental Performance

04

W

ith the GM Environmental Principles and Policies as a foundation, GM strives to continually improve its environmental performance as it optimizes its environmental footprint. At GM China, our dedication reaches beyond compliance with laws and regulations to fully integrate sound environmental practices into business decisions.

4.1. Environmental Management We believe that sound resource management helps drive

environmental management systems throughout all aspects

manufacturing excellence and significant cost savings, both

of our business, from the supply chain to manufacturing to the

of which support better vehicles at more affordable prices.

vehicles we put on the road.

We care for the environment and strictly apply comprehensive

Develop green products

4.1.1. Shanghai GM’s Drive to Green Strategy In 2008, Shanghai GM launched the Drive to Green

Take a green responsibility

Drive to Green Strategy

corporate strategy to advance its energy efficiency and pollution reduction goals. During the first phase from 2008 to 2010, Shanghai GM invested nearly $1.1 billion in its implementation. In June 2010, Shanghai GM

Create green systems

issued a five-year plan to carry forward the strategy.

4.1.2. SAIC-GM-Wuling’s Environmental Vision As a domestic leader in the production of mini-vehicles and an

more fuel-efficient vehicles and create a green community with

internationally competitive automaker, SAIC-GM-Wuling has

the support of its employees. SAIC-GM-Wuling is committed to

devoted itself to environmental protection and efficient resource

optimizing resource and energy management, reducing pollution,

utilization. It complies with all necessary environmental laws

and continuously improving its environmental performance.

and regulations. In addition, SAIC-GM-Wuling aims to produce


15

4.2. Energy Conservation R&D GM vigorously promotes innovative research and development of advanced energy technologies. This is contributing to sustainability and helping address the growing global demand for fossil fuels. In China, the Pan Asia Technical Automotive Center (PATAC) and the GM China Advanced Technical Center (ATC) are supporting GM’s green technology development on a local and global basis.

• Improving the Efficiency of Conventional Internal Combustion Engines

By upgrading engines with energy-efficient technologies, GM has been able to minimize motor vehicles’ environmental impact. GM has introduced many types of advanced energyefficient technologies. Spark ignition direct injection (SIDI) reduces fuel consumption by 3 percent and CO2 emissions by 25 percent. The fuel consumption and carbon emissions of the new generation of vehicles from Shanghai GM have been improved by 8 percent compared to the previous generation.

The 2013 Ecotec 2.0L I-4 VVT DI Turbo (LTG) for Cadillac ATS

Engines using turbo direct injection (DI) optimize combustion efficiency and greatly increase power output, while engines with homogeneous charge compression ignition (HCCI) offer cleaner combustion, higher fuel efficiency and lower heat loss.

HCCI Engine

HCCI combustion and other enabling fuel-saving technologies


16

• Developing Hybrid and New Energy Vehicles GM firmly believes that the use of electric propulsion technology

new levels of fuel efficiency. It yields fuel savings of 20 percent

and new energy vehicles offers the best long-term solution for

compared with conventional vehicles of the same class. GM has

sustainable and green transportation. The eAssist system is a

also achieved breakthroughs in two new energy technologies:

hybrid propulsion system that takes advantage of an advanced

fuel cells and Voltec electric drive.

lithium-ion battery and a 15-kW motor-generator to achieve

Chevrolet Volt

The Chevrolet Volt was one of the first extended-range electric vehicles sold in China and the most technologically advanced new energy vehicle to reach the market. It combines a high-energy lithium-ion battery pack with an advanced electric drive unit for extended range. The extended-range mode features a gas-powered generator that can produce electricity to add hundreds of kilometers of driving range.

Up to 80 km of emission-free driving

16-kWh lithium-ion battery pack

The Chevrolet Volt

Charging takes only 6.5 hours to complete

0 to 100 km in less than 9s

Key Performance Data of the Chevrolet Volt

4.3. Green Product Cycle GM is proud to be an industry leader in energy, emissions, waste, and water reduction. With the goal of achieving operational excellence, GM China has been conserving energy

The Chevrolet Volt, an advanced new energy vehicle

and resources throughout the product cycle to minimize the environmental impact of vehicle manufacturing processes.


17

Shanghai GM/PATAC Guangde Proving Ground: A Natural Habitat A 2,500-square-meter garden was built at the Shanghai GM/ PATAC Guangde Proving Ground to benefit pollinators such as bees and butterflies, which are critical for 90 percent of flowering plants and one-third of human food crops worldwide.

4.3.1. Energy Efficiency Management GM is pursuing a 20 percent reduction in energy use and

through superior energy management. GM China has made

carbon emissions worldwide by 2020. Through 2014, GM

an ongoing effort to integrate energy-efficient practices in all

decreased manufacturing energy and carbon intensity by 11

of its facilities, contributing to its global energy reduction goals.

percent against a 2010 baseline, and increased renewable

As of the end of 2014, 14 GM plants in China had met the U.S.

energy use by over 30 MW to just over 100 MW globally.

Environmental Protection Agency’s ENERGY STAR® Challenge for Industry, four of which were repeat achievers. To meet the

For the second consecutive year, GM received the 2014

challenge, plants must reduce energy intensity by 10 percent

®

ENERGY STAR Partner of the Year – Sustained Excellence

within five years.

Award for continued leadership in protecting the environment

Improvement Achieved by GM Sites in China that Met the ENERGY STAR® Challenge in 2014

31.0% 20.5% 13.8%

12.1%

10.7%

Shanghai GM Dong Yue Motors Foundry

Shanghai GM Jinqiao Engine & Transmission PlantTransmission Plant

January 2011-June 2014

March 2012-June 2014

SAIC-GM-Wuling Qingdao Engine Plant

January 2011-June 2014

Shanghai GM Dong Yue Motors Assembly Plant

Shanghai GM Jinqiao South Assembly Plant

2011-2014

2011-2014


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GM China is working with its partners to improve the sustainability of its plants across China. At an SAIC-GM-Wuling plant in Liuzhou, Guangxi, for example, no heating is used in winter except in the paint shop to meet paint booth temperature and humidity requirements. Utilizing natural ventilation and harvested daylight also makes it one of the lowest energyconsuming plants in the world.

Dongyue Foundry reduced energy intensity by 12.1 percent throughout the facility.

4.3.2. Waste Management It is important to reduce the quantity of waste created and the amount of hazardous substances, pollutants and contaminants entering the environment prior to recycling, treatment or disposal. GM recycles more waste from its worldwide facilities than any other automaker, and has the highest number of landfill-free facilities.

122 landfill-free

11

landfill-free operations in China, which on average reuse, recycle, or

manufacturing facilities

and

Reduced waste at its

94

25 landfill-free non-

10

compost % of their waste from daily operations, and convert the rest to energy,

manufacturing sites

facilities by % on a kg-per-vehicle basis

with a small fraction incinerated

worldwide

03

02

01

GM’s Waste Management Performance by the end of 2014

05

04 85% of the waste they generate, avoiding over 10 million Facilities recycle, reuse, and compost

metric tons of CO2-equivalent emissions

Vehicles are on average

95

85% recyclable

and % recoverable globally by weight at the end of their useful life

4.4. Green Supply Chain GM recognizes its suppliers as crucial business partners

chain management system trains suppliers through transparent

and works with them to increase their energy efficiency while

engagement, enabling them to deliver high-quality, sustainable

optimizing their economic performance. GM China’s supply

products.


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4.4.1. Supplier Management and Training GM China maintains regular communication with its suppliers

Training. In China, tier 1 suppliers receive training to ensure

and supports their development of environmentally sound

their business operations adhere to GM’s safety and

production down the supply chain. Based on GM supplier

environmental standards. Responsibility is passed down the

principles, GM China’s local suppliers must be ISO 14001

supply chain. To further engage suppliers beyond tier 1, GM has

(EMS) compliant and make efforts to reduce their environmental

been updating its training outreach plans since 2014, using a

impact.

three-pronged approach: self-assessment, Web-based training and in-person workshops using case studies for practitioners.

GM has partnered with the Automotive Industry Action Group

In addition, GM carries out annual audits on suppliers to check

(AIAG) globally to carry out Supply Chain Responsibility

that environmental practices are in use.

4.4.2. Green Supply Chain Program In 2005, GM China launched the Green Supply Chain Program

initiative helps reduce material wastes and CO2 emissions in

with the World Environment Center (WEC) Society of Automotive

the manufacturing processes of 27 Shanghai GM suppliers.

Engineers of China (SAE-China). To address cleaner production

The program also encompasses two SAIC-GM-Wuling plants

processes and energy efficiency of joint venture suppliers, this

and 25 of its supplier plants.

Annual Reduction of Waste by 2 SAIC-GM-Wuling Plants and 25 Suppliers

Electricity

Compressed Air

20,400,000 kWh

63,500 cubic meters

Natural Gas

Water

480,000 cubic meters

56,100

Steam

Waste Gas

17,200

tons

tons

12,000,000 cubic meters

Waste Water

Greenhouse Gases

37,800 tons

20,400 tons


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4.5. Green Office GM China aims to reduce the environmental impact of its daily

GM China’s green buildings implement comprehensive

operations, adopting green building principles and creating

energy reduction and water conservation strategies as well.

a healthy environment for its employees and the community.

The U.S. Green Building Council's Leadership in Energy

Efforts include limiting toxins and chemicals that contribute

and Environmental Design (LEED) program awarded the

to indoor air pollution and installing CFC-free air conditioning

GM Campus in Shanghai Gold Certification and the GM

systems and air purifiers. GM China also uses low-emitting

China Advanced Technical Center (ATC) was awarded Silver

materials inside its offices and each floor has waste recycling

Certification.

bins designated for food waste, paper, plastic, metal, and glass.

2014 Energy and Water Conservation at the GM Campus in Shanghai

01

03

Use LED lights for road lighting, restrooms and landscape lighting

Turned off one tube in each lighting fixture in non-working areas

Actions 02

04 Reduced compressed air pressure from 6.5-8.0 kg to 5.57.0 kg in the GM China Advanced Technical Center (ATC) and Advanced Materials Lab (AML) buildings

Added motion sensors to stairway lights

Key Results

371,383 kWh of electricity, which is

Saved

equal to 9 percent of electricity

20% less energy and 30% less water than traditional offices

Used

consumed in 2013

Saved

370 tons of

CO2, which is equivalent

to planting 20,233 trees


21

05


G

M China is focused on building and selling the world’s best vehicles. This involves exceeding its customers’ expectations for innovation, quality, safety, customer experience and many other areas.

5.1. Product Development and Innovation GM China is a leader in integrating the latest technology with product design. It has made many breakthroughs, such as its Voltec technology found in the Chevrolet Volt. GM has two technical centers in China that are leveraging global

The Pan Asia Technical Automotive Center (PATAC)

and local talent and resources to support the development of advanced automotive technology solutions. The GM China Advanced Technical Center (ATC) is one of the most comprehensive automotive technical development centers in China. The Pan Asia Technical Automotive Center (PATAC) joint venture is one of the country’s leading automotive engineering and design centers. On April 3, 2014, the ATC announced the start of operation of its Vertical Squeeze Casting (VSC) machine, which is the first in the world designed for developing next-generation magnesium castings.

The GM China Advanced Technical Center (ATC)

5.2. Product Quality Management GM China understands the great importance of product safety

became the first powertrain facility in China to receive

and is committed to building the world’s best vehicles. We are

certification. The BIQ rating system was created to ensure that

adopting advanced product safety and industry standards for

GM facilities perform at the highest level and produce zero

designing, manufacturing and selling our products.

defects. By the end of 2014, six plants in China had achieved BIQ L4 certification, demonstrating that they have met GM’s

In 2014, four plants in China received Built-in-Quality Level

worldwide quality standards and successfully adopted GM’s

IV (BIQ L4) certification. Shanghai GM Dong Yue Powertrain

Global Manufacturing System.


22

The Plants Awarded Built-in-Quality Level IV (BIQ L4) in China by the end of 2014

Shanghai GM Dong Yue Powertrain receives BIQ L4 certification.

Time Achieved BIQ L4

May 2013

Dong Yue South Veh. Shanghai GM

December 2013

Jinqiao North Veh. Shanghai GM

January 2014

Norsom 1 Veh. Shanghai GM Norsom 2 Veh. Shanghai GM

Supplier Quality Excellence Awards Created in 2012, GM China’s annual Supplier Quality Excellence Awards demonstrate appreciation for our suppliers’ shared commitment to put the customer at the center of everything we do and to earn customers for life by helping deliver high-quality products and a world-class ownership experience. In 2014, GM China recognized 135 of its top suppliers with the Supplier Quality Excellence Awards.

Dong Yue Powertrain Shanghai GM

July 2014

September 2014

Liuzhou Powertrain SAIC-GM-Wuling

5.3. Vehicle Safety GM China is ensuring the safety of its customers and vehicles. It has introduced the OnStar in-vehicle safety and security system in many of its products and implemented the Interoperability Testing Project.

For the 2014 model year, 63

GM models – including nine sold in China

– received the highest possible overall vehicle

score for safety in their respective markets’ new car assessment programs carried out by third parties.


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5.3.1. OnStar In-Vehicle Safety and Security System In 2009, Shanghai GM began equipping selected Chevrolet,

5.3.2. Interope rability Testing Project for New Energy Vehicles

Cadillac, and Buick models with OnStar. The system provides

GM China launched the Interoperability Testing Project in

in-vehicle safety, security and communication using wireless

cooperation with the Shanghai Motor Vehicle Inspection

and Global Positioning System (GPS) satellite technology.

Center (SMVIC) and the Shanghai International Auto City

There are more than 800,000 active subscribers across China.

(SIAC) to advance the safety performance of new energy vehicles (NEVs). The Interoperability Testing Project calls

OnStar has continued evolving, introducing services such as

for the implementation of safer and more reliable battery

Automatic Crash Response and Emergency Service to ensure

charging equipment and standards in China, and is advocating

immediate help in dangerous and life-threatening situations. In

addressing the incompatibility between different types of

2014, OnStar announced its new user-friendly services: Traffic

NEVs and their various types of charging posts. SIAC invited

on Demand and the new-generation OnStar mobile app. To

a number of automakers and their charging post suppliers to

provide better and faster service, a third OnStar call center

provide NEVs and charging posts for testing. The goal is to

opened in Chongqing.

greatly enhance the safety and reliability of electric vehicles and charging posts, and improve Chinese charging standards.

5.4. Improving the Customer Experience GM attaches great importance to not just meeting but exceeding the demands of its customers. By establishing effective customer communication channels and enhancing customer satisfaction and engagement, Shanghai GM has established and maintained a solid customer relationship.

5.4.1. Effective Customer Communication Customers enjoy a wide range of benefits, including a hotline,

Shanghai GM has launched an efficient customer complaint

newsletters, and invitations to auto shows. GM also leverages

response system to ensure a quick response to its customers’

the media and the Internet to reach out to customers to hear

complaints and suggestions. Once it receives a complaint, the

their thoughts, including their complaints, in a convenient way.

Quality Department immediately reviews it and dispatches it

Shanghai GM has divided its customers’ needs into several

to the relevant department. Shanghai GM also has a special

areas and refined the content of customer communication

team that includes a variety of experts covering every aspect of

through product consulting, aftersales consulting, quality

products and service to respond to customer inquiries.

complaints, settlement of disputes, and suggestions. Customer feedback is passed up to relevant departments in an accurate and timely manner.


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5.4.2. Enhancing Customer Satisfaction Customer satisfaction is a key indicator of our overall quality of

Shanghai GM established a special department to screen, sort,

service. Shanghai GM conducts internal and third party surveys

and analyze the information and data collected in customer

to measure customer satisfaction. It uses the survey results to

satisfaction surveys. A quality management committee,

identify problems and enhance customer satisfaction in future

customer satisfaction improvement meeting mechanism, and

projects. In surveys carried out by J.D. Power, a large number

strict report submission process have also been set up to

of Shanghai GM products have ranked among the highest in

monitor progress on improving customer satisfaction.

their segments in performance, design, quality, reliability, and customer service.

5.4.3. Encouraging Customer Engagement Customer satisfaction cannot be improved without customer engagement.

The winner at Weifang stop had a fuel consumption of 4.6L/100km.

A variety of customer engagement activities have been implemented by GM China to build and strengthen the connection with its customers. The GM China Consumer Fuel-Saving Challenge has been particularly successful in encouraging customer engagement.

GM China Consumer Fuel-Saving Challenge The GM China Consumer Fuel-Saving Challenge was created in 2011 to demonstrate how GM China is addressing demand for high fuel efficiency through our products. To engage more consumers, GM China shared fuel-saving tips and provided updates via Weibo and WeChat. Under the theme of “Use Less Fuel, Have More Fun,” the 2014 GM China Consumer Fuel-Saving Challenge showcased the fuel economy of products from the Chevrolet, Buick, and Baojun brands at its three stops across China. At the final stop on December 13 in Guiyang, Guizhou, 10 Chevrolet Trax 1.4T owners drove 104 km to see who could achieve the best fuel economy. They learned more about the Trax through a series of innovative activities. Among them was the GM China Fuel-Saving Mini Academy, in which vehicle owners received training on how to save fuel in their daily commutes through an onsite driving simulation.


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06


G

M China upholds a high-performance culture and values the contribution of our employees to the company’s continuous development. Based on this vision, we manage human resources through a set of people-oriented mechanisms to acquire and develop top talent, and to ensure the safety and health of our employees. Employees are also engaged in the company’s decision making to make GM China a workplace of choice.

6.1. Talent Acquisition

They participated in well-designed learning activities and engaged in cross-functional networking. Feedback showed that the program made good use of their talent and helped them

Talent acquisition constitutes part of GM China’s strategic

to develop new skills. As of the end of 2014, the program had

business plan. To identify and attract outstanding talent,

recruited 38 interns.

we have built a strong talent pipeline and launched several innovative programs.

6.1.1. Summer Intern Program To identify young talent from top universities, GM launched the annual Summer Intern Program in 2013. The twomonth internships provide a hands-on experience that allows participants to gain valuable insight into the global automotive business, develop their core professional skills and competencies, and receive individual training. The young talent also brings fresh ideas to their teams. In 2014, GM China held three Campus Talks at two leading universities in Shanghai to promote the internship program. It received the full support and engagement of the company’s senior leadership team. It also held an activity at Beijing’s Tsinghua University for the first time. Seventeen talented students were selected from among 5,654 internship applicants.

Engaging talented students in the Summer Intern Program


26

resources specialists from GM China and Shanghai GM at the

Intern Feedback “During the summer, we received training and were inspired to realize and explore our potential. GM had this magic power to get me to devote all of my passion and power to the work.”

China PACE Forum. In 2014, GM China and its joint ventures hired 265 students from PACE universities. They accounted for 43 percent of new hires. SAIC-GM-Wuling recruits 40 new employees annually from GM’s newest PACE partner, the Wuhan University of Technology (WHUT).

- Harry Hu, a 2014 summer intern in GM’s Global Purchasing and Supply Chain (GPSC) Department

6.1.2. PACE Program Another example of how GM is supporting the development of talent is the Partners for the Advancement of Collaborative Engineering Education (PACE) program. Through partnerships with four top universities in China since 2002, the program has helped develop more than 1,300 engineers and designers who joined GM globally in the past four years alone. Students receive practical experience using leading-edge digital tools while at the university level, as well as through their participation in PACE-sponsored vehicle collaboration projects and competitions. GM provides internships for PACE students and gives them an opportunity to communicate with human

The 2014 PACE program participants

6.2. Employee Growth and Development With the aim of improving employee performance and retaining talent, GM China has made talent development a priority. It is aligned with the company’s long-term strategy.

6.2.1. Growth and Promotion Support GM China provides high-potential local talent with a wide

and professional development. The company also provides

range of career development opportunities. These include

a variety of career development services and tools such as a

robust progression and succession plans for critical positions,

website for employees to build their own career plans and take

and international assignments that accelerate their personal

advantage of career growth opportunities.


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6.2.2. Learning and Development Support In alignment with GM’s global talent and development strategies and based on the 70-20-10 development principle, we continuously improve our learning and training systems to ensure our employees get the most out of them.

GM China’s 70-20-10 Employee Development Support

70%

first-hand experience

20% feedback from mentors and coaches Employee growth resources

Employee trainings in 2014

10%

training

• Training programs At GM China, an extensive training system enhances employees’ expertise, business dexterity and leadership skills. In 2014, GM China introduced several new training programs and provided 7,560 hours of training to employees.

New training programs developed in 2014 • Business Fundamentals

• Local programs such as • Global Leadership Compass and programs such as Emerging Leaders

New Leader Orientation, Management Golf and Interview Skills

• Soft Skills and Career Development

• Cross-Functional Career Panel Discussions

The Leadership Effectiveness Series

The Professional Learning Series


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• Career Development Month In 2013, GM designated November Career Development Month to support employees with their career development through various activities. During Career Development Month in 2014, GM China organized a series of learning activities that included career development workshops and career talks. A total of 244 employees participated in these activities. Participants were highly engaged and the sessions received positive feedback. GM also launched “Career Matters” – an e-magazine that focuses on career development.

Voice of Employees: “We can be motivated by and learn from leaders through their sharing of career growth stories and experiences.” Employees participating in Career Development Month

- A GM employee

6.3. Workplace Safety and Health

GM is dedicated to industry leadership in the area of workplace safety. Starting with a renewed focus that makes workplace safety the personal responsibility of every employee, GM is transforming its safety culture to elevate it to a new level. Our

Employee safety and health take priority in the workplace. We cooperate closely with our employees to ensure compliance with safety rules, address potential safety risks in a timely

top priority is to instill a new safety vision: “Live Values that Return People Home Safely. Every Person. Every Site. Every Day.”

manner, and enhance employees’ awareness and knowledge of safety and health issues.

6.3.1. Workplace Safety

Five Strategies for Transforming GM’s Safety Culture and Achieving a New Safety Vision

In full compliance with GM’s global workplace safety standards,

1. Develop a safety management system to ensure

GM's operations in China strictly implement GM’s global safety management systems. The goal is to ensure a safe and healthy working environment for employees across China.

compliance with regulations and conformance with GM standards 2. Drive risk mitigation


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3. Leverage personal accountability and safety branding to transform the safety culture 4. Utilize continuous improvement tools and technology to eliminate waste and drive business value

6.3.2. Health Care for Employees GM China addresses the health of its employees by providing health insurance and support, and sharing health information.

5. Develop and execute fatality prevention to drive and sustain zero fatalities

• Health Checks In 2014, GM China improved its general health check program. The program provides employees with benefits and supports them in case of critical illness.

• Health Information Sharing • GM China Safety Management

As air pollution has become a concern in many parts of China,

At GM China, emergency response plans are in place and

the GM Campus in Shanghai. Thanks to an efficient filtration

emergency evacuation drills and safety stand down training are carried out on a regular basis. In addition, designated individuals from different functions carry out safety inspections on a monthly basis to identify and resolve potential safety

we continued to carry out PM2.5 testing of air in office areas at system, the inside air quality of the headquarters building is within the GB code. In addition, we invited professionals to give health care lectures to our employees on a quarterly basis on a variety of topics that included diet, fitness, dental care and

issues.

disease prevention. GM China also offered advice on living a

In 2014, work continued on making effective safety

regular guest lectures.

improvements, including adding soft edges to stairs, putting up safety notices and replacing glass fire hydrant covers with

healthy lifestyle through a monthly employee newsletter and

• Health Day

stainless steel covers. GM China has held Health Day at the GM Campus in

• Shanghai GM Safety Management

Shanghai since 2013. Health Day 2014 provided on-site health

To optimize safety, Shanghai GM established the Company

demonstrations. GM China plans to continue Health Day in

Safety Committee, which holds monthly meetings to review

screenings, presentations on health and nutrition, and CPR Shanghai and extend it to its Beijing office in the future.

safety issues and develop action plans to manage workplace safety. Shanghai GM uses the Safety Man management model, in which all employees carry out safety inspections in their working areas. At each level of safety management, Shanghai GM has formulated and improved safety observation standards. Shanghai GM has also adopted the OHSAS 18001 management system for external construction contractors. It coordinates and assists with project management partners on standardized inspection tools for construction projects. In addition, safety training is provided on a regular basis. Key topics include high-risk operations and construction projects.

Health Day at the GM Campus

Regular fire drills are also part of Shanghai GM’s safety focus.


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6.4. Employee Engagement and Care As a people-oriented company, GM China strives to create a friendly and pleasant workplace for its employees. The DRIVE strategy and DRIVE Team were established in 2012 to encourage employee engagement and improve employee care.

DRIVE STANDS FOR DEVELOP, REWARD AND RECOGNIZE, INFORM, VALUE, AND ENERGIZE.

6.4.1. Employee Engagement and Communication GM China engages employees in corporate management and workplace improvement. We focus on vertical communication

• Workplace of Choice Survey

among employees at different levels as well as horizontal

To enhance corporate management and employee satisfaction,

cross-functional communication.

GM carries out a Workplace of Choice Survey on a regular basis.

Measures Implemented in 2014 to Address Issues Identified in the Workplace of Choice Survey

• Leader communication strategy

• Cross-functional leader discussion panels

• Vehicle purchase program

• Internal innovation

• Understanding other functions

• GM Campus and cafeteria improvement

• Fundamental business training suite

• Diversity and inclusion


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6.4.2. Employee Activities and Care GM China engages employees in corporate management and workplace improvement. We focus on vertical communication among employees at different levels as well as horizontal cross-functional communication.

• Diversity and Inclusion

In addition, GM sponsored the Global Advancement of Women

GM promotes diversity and inclusion. The GM Women’s Council

Mother Media. The conference aimed to encourage discussions

China was established in 2005 to encourage workplace diversity

about the challenges and opportunities facing professional

and support female employees with their career development

women, and help them build career action plans and skills they

and self-fulfillment. It organizes lectures and other activities on

need to advance in the future. A group of 18 GM China and GM

issues of concern to women.

International employees joined the two-day conference.

Conference 2014 in Beijing, which was initiated by Working

On November 21, 2014, Marina Shoemaker, GM director of Global Diversity Strategy, led a workshop on driving a workplace of diversity at the GM Campus in Shanghai. Seventy employees attended and exchanged views on career development.

At the workshop, Shoemaker encouraged attendees to support projects with diversity in mind, support the GM Women’s Council China and further help educate the community.

From GM China’s Director of Human Resources: “I was proud of our participation in this important global conference, as it represented both the diversity and the strength of our work force. I believe the perspective and insights gained by the attendees will enhance all of GM China.” - Robert Treme, director of Human Resources, GM China

GM director of Global Diversity Strategy Marina Shoemaker's workshop on workplace diversity

The Global Advancement of Women Conference 2014 in Beijing


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07

Social Contribution

G

M China regards giving back to society as part of its duty as a good corporate citizen. In 2014, GM maintained its support of a greener, safer, smarter, and healthier community in China.

7.1. Road Safety GM China has made road safety a priority, especially for children.

• Safe Kids Safe Ride Program Over the last 17 years, GM and the General Motors Foundation have been working together with Safe Kids Worldwide in the U.S. to help protect children. With the goal of reducing vehiclerelated child injuries and getting children to understand the importance of passenger safety in China, GM China officially launched the Safe Kids Safe Ride program on June 21, 2014, in partnership with Safe Kids Worldwide. The initiative uses interactive activities to provide road safety education for children and their parents across China. Volunteers from GM China and its Shanghai GM and Shanghai OnStar joint ventures provide instruction on the use of child safety seats and safe driving habits. In 2014, 500 volunteers visited 25 kindergartens and primary schools across China. Children learned about safe behavior when they are around

GM Executive Vice President and President of GM China Matt Tsien took part in the Safe Kids Safe Ride program, emphasizing that public awareness starts with early education.

vehicles and helped their parents develop good driving habits.

Voice of Volunteers “We shared some very important but easily forgotten safety tips. As both a car owner and a father, I plan to share these tips with my friends and family members.” - Frank Hu

Volunteers partake in Safe Kids activities


33

Stakeholders’ Remarks “We appreciate the contribution of GM China to improving children’s safety. We hope the Safe Kids Safe Ride program will continue to engage society for the benefit of the most vulnerable vehicle users.”

• Safe Road Project The Safe Road project was launched by GM China in cooperation with Chinese wiki Hudong in June 2011. The project spanned three years, raising public awareness of road safety by leveraging new media platforms. Our customers were also engaged in the Safe Driving School and learned proper driving habits in various weather conditions. By the end of 2014, the Safe Road project website had received more than

- Monica Cui, executive director, Safe Kids China

15 million page views and collected 764 ideas and 239 books related to road safety.

7.2. Environmental Protection GM China recognizes that environmental protection is everyone’s responsibility. In addition to reducing the impact of our products, facilities, and supply chain on the environment, GM China is contributing to environmental protection through a number of educational activities.

• GM Restoring Nature's Habitat Project The GM Restoring Nature’s Habitat Project was launched in March 2012 in cooperation with the China Environmental Protection Foundation (CEPF). Aiming to improve the habitat of migratory birds, the three-year initiative assisted three national nature reserves in eastern China. Volunteers were trained and recruited to help improve local water quality, resist invasive alien species, and recover breeding habitats. The project also conducted an ecological survey and provided public environmental education to help raise conservation awareness. On April 10, 2014, 29 volunteers from GM China and Shanghai GM participated in a marsh-clearing activity at the Shanghai Chongming Dongtan National Nature Reserve, helping to create an eco-friendly environment for migratory birds. Volunteers also gave talks at the wetland’s environmental education center to build understanding among visitors of the significance of protecting birds and its ecological impact.

Volunteers improve habitats for migratory birds at the Shanghai Chongming Dongtan National Nature Reserve.

7.3. Supporting Talent Development Talent development is crucial for innovation. To cultivate automotive industry talent, GM and GM China provide high-level training and help develop the skills needed for future automotive technicians, engineers, and designers through hands-on learning experiences.


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• PACE Program In 1999, the Partners for the Advancement of Collaborative Engineering Education (PACE) program was established to foster engineering and design talent. PACE is an alliance between five partner companies, supported by 16 software and hardware contributors, which enables university students to get a head start in using advanced digital tools. Students have the opportunity to develop product design skills, work on real-life technical projects and align themselves with industry expectations. The PACE program started in China in 2002. The program has

The opening of the PACE Center at Wuhan University of Technology in 2014

been launched at four leading universities in China, including the Wuhan University of Technology (WHUT) in 2014. The PACE Center at WHUT received software and hardware donations

GM and its partners have donated software and

$1.2 billion to

valued at $433 million. In addition to financial support, GM

hardware valued at over

offers intellectual and technical support by providing mentors

the four Chinese PACE universities to support the development of Chinese students.

for PACE projects, participating in project reviews and working with partner universities on collaborative projects.

• Shanghai GM ASEP The GM Automotive Service Educational Program (ASEP) was

technician career. Aiming to develop qualified talent in the

initiated by GM North America in 1979, combining state-of-the-

Chinese vehicle aftermarket, Shanghai GM launched ASEP

art automotive service, academic coursework, and internships

in 2005. It has delivered practical technical skills training and

to provide students with the skills needed for an automotive

shared its technology with students at 26 vocational schools.

7.4. Improving Public Health As part of its efforts to help create a greener, safer, smarter, and healthier community in China, GM supports the improvement of rural health care.

• SAIC-GM-Wuling Fraternity Clinics SAIC-GM-Wuling has been collaborating with the Chinese Red Cross Foundation (CRCF) since 2007, building 130 Fraternity Clinics throughout China with the donation of over RMB 15 million. These clinics have become major health centers for local residents and have greatly improved local health care services.

A local villager gets treated at a SAIC-GM-Wuling Fraternity Clinic.


35

In November 2014, SAIC-GM-Wuling and CRCF jointly launched

Over the next three years, SAIC-GM-Wuling plans to invest

a new type of Fraternity Clinic that supports rural doctor training,

another RMB 15 million to complete the comprehensive

serious illness screening, and volunteer services, in addition to

upgrade of its Fraternity Clinics, focusing on standardization,

providing ordinary health care services. It also promotes health

medical resources, volunteer services, serious illness care, and

education, immunizations, and family planning. As of 2014,

the upgrade of technological capacity while phasing out old

new Fraternity Clinics have been established in Meiluo Village,

equipment to improve rural medical care.

which is located in Ya’an, Sichuan.

7.5. Disaster Relief On August 3, 2014, a 6.5 magnitude earthquake hit Ludian County in Yunnan. It was the strongest earthquake to hit the province in 18 years, resulting in thousands of casualties and affecting over a million people. GM China quickly responded. The following day, it pledged a donation of RMB 2 million for relief efforts in Ludian. Through the China Foundation for Poverty Alleviation (CFPA), the donation purchased much needed items, including clothing, blankets, rain protection gear, and food.

GM provided swift disaster relief after the Ludian earthquake in 2014.

Remarks from GM China’s President “GM is pleased to be able to lend a helping hand to the residents of Ludian County following the tragic earthquake. We hope our donation will enable those impacted to rebuild their lives quickly.” - GM Executive Vice President and President of GM China Matt Tsien

7.6. Advocating Volunteerism GM regards volunteering as a chance for employees to give back to the community while enriching their lives. GM China and its joint ventures encourage volunteer participation to support CSR initiatives.


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• Visiting the Ya’an Earthquake Zone

GM volunteers visited Ciji Primary School.

Volunteers revisiting the Ya'an earthquake area

In December 2014, a group of GM China volunteers visited the former Ya’an earthquake zone in Sichuan. They inspected the four clinics and four multimedia classrooms in Tianquan County and Mingshan District built with the RMB 4.09 million donated by GM China and its employees immediately after the earthquake. The volunteers taught children about traffic safety at the Ciji Primary School in Qianjin Village with the support of the China Foundation for Poverty Alleviation (CFPA) and the Ya’an Traffic Police Detachment. The children learned official traffic gestures and important safety lessons about playing and crossing the road around vehicles.

Voice of Volunteers “I made a donation to Ya’an earthquake relief. I was pleased to see for myself that the people of Ya’an have been positively impacted by our support. It demonstrates the power of corporate social responsibility for changing people’s lives.” - Colin Chen

Wang Zhizhi plays basketball with students in the Red Chalk Program.

• Expanding Horizons with the Chevrolet Red Chalk Program Since the Chevrolet Red Chalk Program started in 2006, more than 500 volunteers have taught at 49 village schools in 27 provinces across China. In June 2014, 10 volunteers –including Sharon Nishi, general director of Chevrolet Sales and Marketing at Shanghai GM, and Wang Zhizhi, a famous Chinese basketball player, taught students at the Shuanggang Primary School in Tongyu County, Jilin. They and other volunteers engaged the students’ skills and creativity in different ways by offering a music and sign language course, charcoal drawing class, basketball tutorial, and an interactive course on road safety.

• SAIC-GM-Wuling Volunteers Deliver Student Grants

In 2014, a microfilm titled “Voices in the Mountains” by famous director Zhang Yang was made based on the stories of the program’s volunteers. It showcased how volunteers inspired children in an impoverished area in Tibet.

In September 2014, the SAIC-GM-Wuling Partner Fund provided 80 grants for primary and secondary school students in need in Weifang, Shandong. Over 30 volunteers who formed 10 teams used Baojun’s “Compassionate Cars” to deliver the grants. The funds enabled the students to continue their studies.

SAIC-GM-Wuling volunteers devote their time to deliver student grants.


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08

2014 GM China CSR Awards GM China was recognized as the fourth-best Fortune 500 Company for CSR Practices.

Category

Award Description

Issuing Organization

Automotive Industry

The Cadillac XTS and Buick Encore were first in their segments in the J.D. Power Asia Pacific 2014 China Initial Quality Study (IQS).

J.D. Power Asia Pacific

The Cadillac XTS and Buick Encore were first in their segments in the J.D. Power Asia Pacific 2014 China Automotive Performance, Execution and Layout (APEAL) Study.

Cadillac was second among luxury brands in the J.D. Power Asia Pacific 2014 China Customer Service Index (CSI) Study.

Environmental Performance

GM was recognized by the Wildlife Habitat Council for creating a wildlife habitat and enhancing biodiversity at the Shanghai GM/ PATAC Guangde Proving Ground in Anhui. It was the first company

Wildlife Habitat Council


38

in China to earn certification from the international nonprofit organization for its habitat program.

Shanghai GM Dong Yue Powertrain and the Shanghai GM Jinqiao North Plant earned U.S. ENERGY STAR® Challenge for Industry recognition for the second time.

U.S. Environmental Protection Agency (EPA)

Other GM facilities honored included the Shanghai GM Dong Yue Foundry, SAIC-GM-Wuling Qingdao Assembly Plant and Engine Plant, Shanghai GM Jinqiao Powertrain Plant and Shanghai GM Norsom Motors Assembly Plant 2.

Social Contribution

GM China was recognized as the Fourth-Best Fortune 500 Company for CSR Practices.

Southern Weekly

Awards for Individuals

GM Executive Vice President and President of GM China Matt Tsien received the Magnolia Award, which was created in 1989 to honor foreign experts, scholars and entrepreneurs who have made outstanding contributions to Shanghai’s economic and social development.

Shanghai Municipal Government

Remarks from GM China’s Vice President “Our employees, our partners and the public have gotten involved to help create a greener, safer, smarter, and healthier community in China.” - Albert Xie, GM China vice president of Public Policy and Government Relations


39

June 1: As part of the Chevrolet Red Chalk

Program, GM China employee volunteers taught at the Shuanggang Primary School in Tongyu County, Jilin.

June 21: GM China launched the Safe Kids Safe Ride program with Safe Kids Worldwide to raise awareness of children’s safety around and in vehicles, and reduce vehicle-related child injuries. Employees of GM China and its joint ventures volunteered at 30 activities held at kindergartens and primary schools. March 18: Buick joined China Central Television (CCTV) to support the Good Drivers of China campaign, which was created to promote good driving habits nationwide.

March

April

June 28: GM China kicked off the 2014

Consumer Fuel-Saving Challenge in Huzhou, Zhejiang, to demonstrate how GM is addressing demand for high fuel efficiency through the products it builds and sells across China.

June

July

April 3: The GM China Advanced Technical Center (ATC) announced the start of operation of its Vertical Squeeze Casting (VSC) machine – the first in the world designed for developing next-generation magnesium castings.

April 12: Shanghai GM announced the new “Route Awakening” China Culture Tour to showcase traditional Chinese culture and support the protection of China’s cultural heritage.

April 20: Shanghai OnStar introduced an upgraded voice recognition system, a new-generation mobile app and an enhanced security service.

April 30: GM China supported the opening of a Partners for the Advancement of Collaborative Engineering Education (PACE) Center at the Wuhan University of Technology to help prepare students for careers in design and engineering.

July 8: Shanghai OnStar introduced the Vehicle Alarm Notification service.

July 12: SAIC-GM-Wuling broke ground for its new R&D center and proving ground in Liuzhou, Guangxi, to support the development of new vehicles for China.

October 17: GM Executive Vice

August 28: Shanghai OnStar became China’s first telematics service provider to launch a service platform on WeChat.

August

September

President and President of GM China Matt Tsien discussed GM’s vision for making urban mobility and intelligent driving solutions a reality, along with the important role that China is playing, at the Fifth Annual Meeting of the Global Automotive Forum in Wuhan.

December 1: GM China volunteers visited the former Ya’an earthquake zone in Sichuan to inspect the four clinics and four multimedia classrooms built with funds donated by GM China and its employees, and provide traffic safety lessons to local primary school students.

November December October

September 4: GM Executive Vice

President and President of GM China Matt Tsien received the Magnolia Award from the Shanghai Municipal Government for contributions to the economic and social development of Shanghai.

November 14: GM reached 3

million sales in China in 2014. It was the second consecutive year that it reached the mark.

September 26: Shanghai OnStar announced the launch of the Trip Wizard website map service and upgraded OnStar mobile app. It also began cooperation with AutoNavi to open up a new era of worry-free travel.

2014 GM CSR Milestones in China