Tim Lee President, GM International Operations

1. Tim Lee President, GM International Operations

2. World’s Emerging Markets “The equalizer of missed opportunities” 2

3. The New GM • Leaner company with a healthy balance sheet and a global focus • Six consecutive quarters of profitability • Sales and market share are increasing • Growing focus on South Africa 3

4. Seismic Shift in Industry Demand • U.S., Western Europe and Japan drove growth in the industry’s first century • Emerging markets are driving growth today • In 2010, China set a new global industry sales record 4

5. GM International Operations 5

6. Emerging Markets • Nominal GDP per capita below $10,000-15,000 • Growing personal incomes and rising middles classes • New middle classes are driving demand for four-wheel transportation • Huge opportunity as customers and as a source of talent 6

7. Prosperity & Vehicle Sales Nominal GDP Per Capita 8 14 47 39 New Vehicle Sales Per 1,000 People 2 14 20002010 Country 1 3 1 3 35 49 9 7

8. Vehicle Ownership

9. Emerging Market Challenges • Government policies that can change quickly • Varying legal systems • Popular unrest and rapidly changing political situations • Varying industry standards • Macroeconomics risks • Poor infrastructure • Fluctuating petroleum prices 9

10. No “Silver Bullet” Top Models/Segments (H1 2011) MPV-B (Small MPV) • Toyota Avanza Pickup-D (Medium Pickup) • Isuzu TFR Car-D (Midsize) • Hyundai Sonata Car-C (Compact) • Lada Nova Car-C (Compact) • Hyundai Elantra Car-B (Small) • VW Polo Vivo Car-A (Mini) • Suzuki Alto 10 Share of Industry

11. Number 1 in BRIC Markets 12.2% Market Share 11

12. GM is Not Sitting Still • Signed an agreement with SAIC to co-develop a new electric vehicle architecture, opened the GM China Advanced Technical Center and broke ground for a new manufacturing plant • Moving forward on a joint venture with SAIC and began production of a locally developed diesel engine at our new powertrain plant  • Opened a new engine plant and began production of the next-generation Chevrolet Colorado pickup • Announced we will reopen our vehicle manufacturing plant • Expanding production capacity to about 350,000 units annually • Preparing to begin commercial production at our new engine plant 12

13. Focus on Key Segments Compact Car-C Small Car-B Mini Car-A 7.7M 5.4M 4.0M Excelle Cruze Volt Baojun 630 New Sail Aveo/Sonic Spark/Spark Lite Spark/Beat 13

14. Product Development Strategy GLOBAL ARCHITECTURES 1 Chevrolet Cruze Chevrolet Sonic Chevrolet Spark 14

15. Product Development Strategy GLOBAL ARCHITECTURES 1 Chevrolet Cruze Chevrolet Sonic Chevrolet Spark REGIONAL SOLUTIONS 2 Chevrolet Tavera Chevrolet Niva Chevrolet Utility 15

16. Product Development Strategy GLOBAL ARCHITECTURES 1 Chevrolet Cruze Chevrolet Sonic Chevrolet Spark REGIONAL SOLUTIONS 2 Chevrolet Tavera Chevrolet Niva Chevrolet Utility PARTNER COLLABORATION 3 Chevrolet New Sail 16

17. GMIO Brands Global International Regional 17

18. Electrification Chevrolet Volt Buick LaCrosse with eAssist 18

19. South Africa • Key component of GM’s emerging market strategy • GM began doing business in South Africa nearly a century ago • Sold nearly 55,000 vehicles in 2010, for market share of over 11% • Sold more than 50,600 vehicles in the first nine months of 2011 19

20. New Beginning in Africa • GM North Africa • Includes Libya, Algeria, Tunisia, Morocco, Western Sahara and Mauritania • Integrated into Egypt operations • GM Sub-Saharan Africa • Includes central and southern Africa • Integrated into South Africa operations • Will enable GM to leverage resources across Africa and GMIO’s growing footprint • Launching important new assembly programs 20

21. Growing Investment in South Africa New Chevrolet Utility 21

22. Growing Investment in South Africa Chevrolet Sonic Hatch 22

23. Growing Investment in South Africa Vehicle Conversion & Distribution Center Parts Distribution Center 23

24. Growing Investment in South Africa • Invested over R 100 million in scholarship programs, supporting 2,000 students annually • Partnered with Nelson Mandela Metropolitan University to develop key skills • GM South Africa Foundation is contributing to education and housing improvements 24

25. South Africa Faces Competition • Competing with other BRICS and other emerging markets globally • South Africa accounts for less than 1% of global industry sales 25

26. Becoming Globally Competitive Establish clear and stable rules for investment and expansion 26

27. Becoming Globally Competitive Develop high-volume, world-class suppliers 27

28. Becoming Globally Competitive Establish free and preferential trade agreements 28

29. Becoming Globally CompetitiveNo. of Days Lost Due to Strikes -2009 Millions 20.6 million days were lost in South Africa in 2010 Source: European Industrial Relations Observatory Address the labour issue 29

30. Becoming Globally Competitive Increase investment in education 30

31. Becoming Globally Competitive Develop stable, cost-competitive infrastructure 31

32. Factors Influencing Investment • Market and volume opportunities • Competitiveness of sourcing • Future prospects 32

33. Automotive Industry Has Changed • Emerging markets are the driving force and have created new opportunities • Winners will be companies that capitalize on opportunities and offer quality products and new technology 33

34. South Africa Can Become a Leader 34

35. THANK YOU 35