GM Q4 2025 General Motors Co Earnings Call | AllMind AI Earnings | AllMind AI
Q4 2025 General Motors Co Earnings Call
Operator: Good morning, and welcome to the General Motors Company Q4 and full year 2025 conference call. During the opening remarks, all participants will be in a listen-only mode. After the opening remarks, we will conduct a question-and-answer session. We are asking analysts to limit their questions to one and a brief follow-up. To ask a question, press Star, then one on your telephone keypad to join the queue. To withdraw your question, press star then two. As a reminder, this conference call is being recorded Tuesday, 27 January 2026. I would now like to turn the conference over to Ashish Kohli, GM's Vice President of Investor Relations.
Operator: Good morning, and welcome to the General Motors Company Q4 and full year 2025 conference call. During the opening remarks, all participants will be in a listen-only mode. After the opening remarks, we will conduct a question-and-answer session. We are asking analysts to limit their questions to one and a brief follow-up. To ask a question, press Star, then one on your telephone keypad to join the queue. To withdraw your question, press star then two. As a reminder, this conference call is being recorded Tuesday, 27 January 2026. I would now like to turn the conference over to Ashish Kohli, GM's Vice President of Investor Relations.
Speaker #1: After the opening remarks, we will conduct a question-and-answer session. We are asking analysts to limit their questions to one, with a brief follow-up. To ask a question, press star then one on your telephone keypad to join the queue.
Speaker #1: To withdraw your question, press star then two. As a reminder, this conference call is being recorded Tuesday, January 27, 2026. I would now like to turn the conference over to Ashish Kohli, GM's Vice President of Investor Relations.
Speaker #2: Thanks, Amanda, and good morning, everyone. We appreciate you joining us as we review GM's financial results for the fourth quarter and full year 2025.
Ashish Kohli: Thanks, Amanda, and good morning, everyone. We appreciate you joining us as we review GM's financial results for the Q4 and full year 2025. Our conference call materials were issued this morning and are available on GM's Investor Relations website. We are also broadcasting this call via webcast. Joining us today are Mary Barra, GM's Chair and CEO, along with Paul Jacobson, GM's Executive Vice President and CFO. Susan Sheffield, President and CEO of GM Financial, will also be joining us for the Q&A portion. On today's call, management will make forward-looking statements about our expectations. These statements are subject to risks and uncertainties that could cause our actual results to differ materially. These risks and uncertainties include the factors identified in our filings with the SEC.
Ashish Kohli: Thanks, Amanda, and good morning, everyone. We appreciate you joining us as we review GM's financial results for the Q4 and full year 2025. Our conference call materials were issued this morning and are available on GM's Investor Relations website. We are also broadcasting this call via webcast. Joining us today are Mary Barra, GM's Chair and CEO, along with Paul Jacobson, GM's Executive Vice President and CFO. Susan Sheffield, President and CEO of GM Financial, will also be joining us for the Q&A portion. On today's call, management will make forward-looking statements about our expectations. These statements are subject to risks and uncertainties that could cause our actual results to differ materially. These risks and uncertainties include the factors identified in our filings with the SEC.
Speaker #2: Our conference call materials were issued this morning and are available on GM's Investor Relations website. We are also broadcasting this call via webcast. Joining us today are Mary Barra, GM's Chair and CEO, along with Paul Jacobson, GM's Executive Vice President and CFO.
Speaker #2: Susan Sheffield, President and CEO of GM Financial, will also be joining us for the Q&A portion. On today's call, management will make forward-looking statements about our expectations.
Speaker #2: These statements are subject to risks and uncertainties that could cause our actual results to differ materially. These risks and uncertainties include the factors identified in our filings with the SEC.
Speaker #2: Please review the safe harbor statement on the first page of our presentation, as the content of this call will be governed by this language.
Ashish Kohli: Please review the safe harbor statement on the first page of our presentation, as the content of this call will be governed by this language. With that, I'm delighted to turn the call over to Mary.
Please review the safe harbor statement on the first page of our presentation, as the content of this call will be governed by this language. With that, I'm delighted to turn the call over to Mary.
Speaker #2: And with that, I'm delighted to turn the call over to Mary.
Speaker #3: Thank you, Ashish, and good morning, everyone. I'm incredibly proud of our global team, including our dealers and suppliers, for delivering an exceptional 2025. Together, we grew the business and adapted to significant changes in tax and trade policy to deliver full-year EBIT adjusted at the high end of our guidance range.
Mary Barra: Thank you, Ashish, and good morning, everyone. I'm incredibly proud of our global team, including our dealers and suppliers, for delivering an exceptional 2025. Together, we grew the business and adapted to significant changes in tax and trade policy to deliver full-year EBIT adjusted at the high end of our guidance range. We are pleased that we delivered a total return of 54% for our investors, and I'd like to share some of the operating highlights that underscore our momentum. In the United States, we achieved our highest full-year market share in a decade. In fact, 2025 was our fourth consecutive year of market share growth, and we continued to deliver with low inventory, low incentives, and strong pricing.
Mary Barra: Thank you, Ashish, and good morning, everyone. I'm incredibly proud of our global team, including our dealers and suppliers, for delivering an exceptional 2025. Together, we grew the business and adapted to significant changes in tax and trade policy to deliver full-year EBIT adjusted at the high end of our guidance range. We are pleased that we delivered a total return of 54% for our investors, and I'd like to share some of the operating highlights that underscore our momentum. In the United States, we achieved our highest full-year market share in a decade. In fact, 2025 was our fourth consecutive year of market share growth, and we continued to deliver with low inventory, low incentives, and strong pricing.
Speaker #3: We are pleased that we delivered a total return of 54% for our investors, and I'd like to share some of the operating highlights that underscore our momentum.
Speaker #3: In the United States, we achieved our highest full-year market share in a decade. In fact, 2025 was our fourth consecutive year of market share growth and we continue to deliver with low inventory, low incentives, and strong pricing.
Speaker #3: Once again, GM led the industry in full-size pickups and full-size SUVs, and we had our best year ever in crossovers, driven by vehicles like the redesigned Chevrolet Equinox and Traverse.
Mary Barra: Once again, GM led the industry in full-size pickups and full-size SUVs, and we had our best year ever in crossovers, driven by vehicles like the redesigned Chevrolet Equinox and Traverse. We have also been very successful with smaller, profitable crossovers like the Chevrolet Trax and Buick Envista, because we provide tremendous value with great styling, technology, and a suite of safety features at some of the lowest prices in the market. We're very proud that Car and Driver named Chevrolet Trax to its 10 best list for the third year in a row, joining the Chevrolet Corvette, Cadillac CT5-V Blackwing, and our full-size SUVs. Not only that, but the Cadillac Escalade IQ won Motor Trend's prestigious SUV and Technology of the Year awards.
Once again, GM led the industry in full-size pickups and full-size SUVs, and we had our best year ever in crossovers, driven by vehicles like the redesigned Chevrolet Equinox and Traverse. We have also been very successful with smaller, profitable crossovers like the Chevrolet Trax and Buick Envista, because we provide tremendous value with great styling, technology, and a suite of safety features at some of the lowest prices in the market. We're very proud that Car and Driver named Chevrolet Trax to its 10 best list for the third year in a row, joining the Chevrolet Corvette, Cadillac CT5-V Blackwing, and our full-size SUVs. Not only that, but the Cadillac Escalade IQ won Motor Trend's prestigious SUV and Technology of the Year awards.
Speaker #3: We have also been very successful with smaller, profitable crossovers like the Chevrolet Trax and Buick Envista because we provide tremendous value with great styling, technology, and a suite of safety features at some of the lowest prices in the market.
Speaker #3: We're very proud that Car and Driver named the Chevrolet Trax to its 10Best list for the third year in a row, joining the Chevrolet Corvette, Cadillac CT5-V Blackwing, and our full-size SUVs.
Speaker #3: Not only that, but the Cadillac Escalade IQ won Motor Trend's prestigious SUV and technology of the year awards. Lastly, the vehicle and technology solutions that GM involved delivers to our commercial, government, and rental customers helped us lead the U.S.
Mary Barra: Lastly, the vehicle and technology solutions that GM Innovation delivers to our commercial, government, and rental customers helped us lead the US fleet segment for the second consecutive year. We demonstrated another true core competency throughout the year, our agility and speed in adapting to change. We proactively managed our net tariff exposure, reducing it well below our initial expectations, thanks to self-help initiatives and policy actions that support companies like GM that have substantial and growing commitments to American manufacturing. We were also quick to respond to slowing EV demand by selling our share in the Ultium Cells Lansing plant and pivoting Orion Assembly from EV to ICE production. Our compelling vehicle and technology portfolio, a resilient US market, and the steps we have taken to strengthen our position should help make 2026 an even better year for GM.
Lastly, the vehicle and technology solutions that GM Innovation delivers to our commercial, government, and rental customers helped us lead the US fleet segment for the second consecutive year. We demonstrated another true core competency throughout the year, our agility and speed in adapting to change. We proactively managed our net tariff exposure, reducing it well below our initial expectations, thanks to self-help initiatives and policy actions that support companies like GM that have substantial and growing commitments to American manufacturing. We were also quick to respond to slowing EV demand by selling our share in the Ultium Cells Lansing plant and pivoting Orion Assembly from EV to ICE production. Our compelling vehicle and technology portfolio, a resilient US market, and the steps we have taken to strengthen our position should help make 2026 an even better year for GM.
Speaker #3: Fleet segment for the second consecutive year. We demonstrated another true core competency throughout the year: our agility and speed in adapting to change. We proactively managed our net tariff exposure, reducing it well below our initial expectations.
Speaker #3: Thanks to self-help initiatives and policy actions that support companies like GM that have substantial and growing commitments to American manufacturing. We were also quick to respond to slowing EV demand by selling our share in the Ultium Cells Lansing plant and pivoting Orion Assembly from EV to ICE production.
Speaker #3: Our compelling vehicle and technology portfolio, a resilient U.S. market, and the steps we have taken to strengthen our position should help make 2026 an even better year for GM.
Speaker #3: The charges we took in the second half of the year to reduce EV capacity will reduce our fixed cost and resolve the majority of our commercial claims tied to lower volume.
Mary Barra: The charges we took in the second half of the year to reduce EV capacity will reduce our fixed cost and resolve the majority of our commercial claims tied to lower volume. In addition, our warranty expense is moving in the right direction, and our EV losses will be lower. As a result, we expect full-year EBIT adjusted margins in North America will be back in the 8% to 10% margin range. We are also operating in a US regulatory and policy environment that is increasingly aligned with customer demand. This allows us to onshore more production to help meet strong demand for our ICE vehicles. We continue to believe in EVs, and our portfolio brought almost 100,000 new customers to GM last year.
The charges we took in the second half of the year to reduce EV capacity will reduce our fixed cost and resolve the majority of our commercial claims tied to lower volume. In addition, our warranty expense is moving in the right direction, and our EV losses will be lower. As a result, we expect full-year EBIT adjusted margins in North America will be back in the 8% to 10% margin range. We are also operating in a US regulatory and policy environment that is increasingly aligned with customer demand. This allows us to onshore more production to help meet strong demand for our ICE vehicles. We continue to believe in EVs, and our portfolio brought almost 100,000 new customers to GM last year.
Speaker #3: In addition, our warranty expense is moving in the right direction, and our EV losses will be lower. As a result, we expect full-year EBIT-adjusted margins in North America will be back in the 8% to 10% margin range.
Speaker #3: We are also operating in a U.S. regulatory and policy environment that is increasingly aligned with customer demand. This allows us to onshore more production to help meet strong demand for our ICE vehicles.
Speaker #3: We continue to believe in EVs, and our portfolio brought almost 100,000 new customers to GM last year. We know EV drivers don't often go back to ICE, so we'll continue executing our plan to dramatically reduce costs and to be well positioned for the future.
Mary Barra: We know EV drivers don't often go back to ICE, so we'll continue executing our plan to dramatically reduce costs and to be well-positioned for the future. This will require continued investment, but at much lower levels, and I'm confident in our path to profitability. Our strong foundation and operating discipline are why our average annual free cash flow generation has structurally improved from $3 billion to $10 billion over the last five years. Consistently strong cash generation have allowed us to execute all phases of our capital allocation program, from investing in the business and our people, to maintaining a strong balance sheet and returning capital to shareholders. We believe that formula is sustainable, which is why we are increasing our quarterly dividend rate by 20% and planning future share repurchases. The growth of OnStar services and Super Cruise further underscores our confidence.
We know EV drivers don't often go back to ICE, so we'll continue executing our plan to dramatically reduce costs and to be well-positioned for the future. This will require continued investment, but at much lower levels, and I'm confident in our path to profitability. Our strong foundation and operating discipline are why our average annual free cash flow generation has structurally improved from $3 billion to $10 billion over the last five years. Consistently strong cash generation have allowed us to execute all phases of our capital allocation program, from investing in the business and our people, to maintaining a strong balance sheet and returning capital to shareholders. We believe that formula is sustainable, which is why we are increasing our quarterly dividend rate by 20% and planning future share repurchases. The growth of OnStar services and Super Cruise further underscores our confidence.
Speaker #3: This will require continued investment, but at much lower levels, and I'm confident in our path to profitability. Our strong foundation in operating discipline—our why—our average annual free cash flow generation has structurally improved from $3 billion to $10 billion over the last five years.
Speaker #3: Consistently strong cash generation has allowed us to execute all phases of our capital allocation program, from investing in the business and our people to maintaining a strong balance sheet and returning capital to shareholders.
Speaker #3: We believe that formula is sustainable, which is why we are increasing our quarterly dividend rate by 20% and planning future share repurchases. The growth of OnStar services and Super Cruise further underscores our confidence.
Speaker #3: In 2025, OnStar had a record 12 million subscribers, including more than 620,000 Super Cruise subscribers, achieving nearly 80% year-over-year growth. OnStar fleet subscriptions hit 2 million, which is two times any other competitor.
Mary Barra: In 2025, OnStar had a record 12 million subscribers, including more than 620,000 Super Cruise subscribers, achieving nearly 80% year-over-year growth. OnStar fleet subscriptions hit 2 million, which is 2 times any other competitor. This year, we will continue to grow our Super Cruise business in North America and expand into South Korea, the Middle East, and Europe. We expect our deferred revenue from software and services to be approximately $7.5 billion by the end of this year, up nearly 40% from 2025. We are also confident in the turnaround of our China business and our growing new energy vehicle portfolio. They are now about 50% of sales in China and profitable across all price points.
In 2025, OnStar had a record 12 million subscribers, including more than 620,000 Super Cruise subscribers, achieving nearly 80% year-over-year growth. OnStar fleet subscriptions hit 2 million, which is 2 times any other competitor. This year, we will continue to grow our Super Cruise business in North America and expand into South Korea, the Middle East, and Europe. We expect our deferred revenue from software and services to be approximately $7.5 billion by the end of this year, up nearly 40% from 2025. We are also confident in the turnaround of our China business and our growing new energy vehicle portfolio. They are now about 50% of sales in China and profitable across all price points.
Speaker #3: This year, we will continue to grow our Super Cruise business in North America and expand into South Korea, the Middle East, and Europe. We expect our deferred revenue from software and services to be approximately $7.5 billion by the end of this year, up nearly 40% from 2025.
Speaker #3: We are also confident in the turnaround of our China business and our growing new energy vehicle portfolio. They are now about 50% of sales in China and profitable across all price points.
Speaker #3: As we look further ahead, our annual production in the U.S. is expected to rise to an industry-leading 2 million units after we begin production of the Chevrolet Equinox in Kansas, bring the Chevrolet Blazer to Tennessee, add incremental capacity for the Cadillac Escalade, and launch our next-generation full-size pickups at Orion Assembly in Michigan.
Mary Barra: As we look further ahead, our annual production in the US is expected to rise to an industry-leading 2 million units after we begin production of the Chevrolet Equinox in Kansas, bring the Chevrolet Blazer to Tennessee, and add incremental capacity for the Cadillac Escalade, and launch our next-generation full-size pickups at Orion Assembly in Michigan. We are also launching our sixth-generation Small Block V8, and the engineering teams are leveraging world-class virtual tools to deliver better fuel efficiency and power for our customers and faster development times. We reached our performance and emission goals in a third of the time versus the prior program by conducting thousands of combustion chamber simulations, while we reduced prototyping for a 20% savings in material and tooling costs.
As we look further ahead, our annual production in the US is expected to rise to an industry-leading 2 million units after we begin production of the Chevrolet Equinox in Kansas, bring the Chevrolet Blazer to Tennessee, and add incremental capacity for the Cadillac Escalade, and launch our next-generation full-size pickups at Orion Assembly in Michigan. We are also launching our sixth-generation Small Block V8, and the engineering teams are leveraging world-class virtual tools to deliver better fuel efficiency and power for our customers and faster development times. We reached our performance and emission goals in a third of the time versus the prior program by conducting thousands of combustion chamber simulations, while we reduced prototyping for a 20% savings in material and tooling costs.
Speaker #3: We are also launching our sixth-generation small-block V8, and the engineering teams are leveraging world-class virtual tools to deliver better fuel efficiency and power for our customers, as well as faster development times.
Speaker #3: We reached our performance and emission goals in a third of the time versus the prior program by conducting thousands of combustion chamber simulations, while reducing prototyping for a 20% savings in material and tooling costs.
Speaker #3: AI, machine learning, and robotics are also driving safety, quality, and speed in our manufacturing plants, so we can get great products and technologies into the hands of customers faster.
Mary Barra: AI, machine learning, and robotics are also driving safety, quality, and speed in our manufacturing plants, so we can get great products and technologies into the hands of customers faster. For example, a cross-functional team developed a predictive weld quality model that has enabled us to deliver even more consistent welds and tighter control, directly improving cost and quality. We are also deploying robotic systems alongside humans to make their jobs safer and easier to perform. For example, a robot can pick up an exhaust system and position it so a single operator can complete the installation without strain. Our robotics and AI work will converge at Orion Assembly, where plant upgrades include advanced vision systems and the installation of 2,500 robots and cobots controlled by GM-designed software. Then in 2028, we expect to launch our breakthrough LMR battery chemistry.
AI, machine learning, and robotics are also driving safety, quality, and speed in our manufacturing plants, so we can get great products and technologies into the hands of customers faster. For example, a cross-functional team developed a predictive weld quality model that has enabled us to deliver even more consistent welds and tighter control, directly improving cost and quality. We are also deploying robotic systems alongside humans to make their jobs safer and easier to perform. For example, a robot can pick up an exhaust system and position it so a single operator can complete the installation without strain. Our robotics and AI work will converge at Orion Assembly, where plant upgrades include advanced vision systems and the installation of 2,500 robots and cobots controlled by GM-designed software. Then in 2028, we expect to launch our breakthrough LMR battery chemistry.
Speaker #3: For example, a cross-functional team developed a predictive weld quality model that has enabled us to deliver even more consistent welds and tighter control, directly improving cost and quality.
Speaker #3: We are also deploying robotic systems alongside humans to make their jobs safer and easier to perform. For example, a robot can pick up an exhaust system and position it so a single operator can complete the installation without strain.
Speaker #3: Our robotics and AI work will converge at Orion Assembly, where plant upgrades include advanced vision systems and the installation of 2,500 robot and cobots controlled by GM-designed software.
Speaker #3: Then, in 2028, we expect to launch our breakthrough LMR battery chemistry. LMR will help us reduce cell and PAC costs by several thousand dollars.
Mary Barra: LMR will help us reduce cell and pack costs by several thousand dollars. Also in 2028, we expect to launch our second-generation software-defined vehicle architecture for ICE vehicles and EVs. It will unite every major system, from propulsion to infotainment and safety, on a single high-speed compute core. The performance upgrade includes 10 times more OTA capacity and 1,000 times more bandwidth, allowing our vehicles to get better, smarter, and deliver more value to our customers over time. It's also an enabler for our eyes-off, hands-off driving technology. This technology and our new software architecture will both launch on the Cadillac Escalade IQ in 2028.
LMR will help us reduce cell and pack costs by several thousand dollars. Also in 2028, we expect to launch our second-generation software-defined vehicle architecture for ICE vehicles and EVs. It will unite every major system, from propulsion to infotainment and safety, on a single high-speed compute core. The performance upgrade includes 10 times more OTA capacity and 1,000 times more bandwidth, allowing our vehicles to get better, smarter, and deliver more value to our customers over time. It's also an enabler for our eyes-off, hands-off driving technology. This technology and our new software architecture will both launch on the Cadillac Escalade IQ in 2028.
Speaker #3: Also in 2028, we expect to launch our second-generation software-defined vehicle architecture for ICE vehicles and EVs. It will unite every major system from propulsion to infotainment and safety.
Speaker #3: On a single high-speed compute core, the performance upgrade includes 10 times more OTA capacity and 1,000 times more bandwidth, allowing our vehicles to get better, smarter, and deliver more value to our customers over time.
Speaker #3: It’s also an enabler for our eyes-off, hands-off driving technology. This technology and our new software architecture will both launch on the Cadillac Escalade IQ in 2028.
Speaker #3: With our Super Cruise experience, the expertise we brought in-house from Cruise, and our learnings from millions of miles of fully autonomous driving, we believe we have everything we need to deliver a safe, reliable, and highly capable system that customers will embrace.
Mary Barra: With our Super Cruise experience, the expertise we brought in-house from Cruise, and our learnings from millions of miles of fully autonomous driving, we believe we have everything we need to deliver a safe, reliable, and highly capable system that customers will embrace. Safety is key to building trust in new technologies, as we've demonstrated with Super Cruise. For our eyes-off solution, we are building in redundancy with LIDAR, radar, and cameras, and we will begin on highways. Finally, I want to mention that we are hosting our call today from our new global headquarters in Hudson's Detroit. This beautiful space is designed for the collaborative and tech-enabled way people work today, while also saving us tens of millions of dollars annually. It's the latest example of our commitment to operate as efficiently and as profitably as we can. Thank you, and now I'll turn the call over to Paul.
With our Super Cruise experience, the expertise we brought in-house from Cruise, and our learnings from millions of miles of fully autonomous driving, we believe we have everything we need to deliver a safe, reliable, and highly capable system that customers will embrace. Safety is key to building trust in new technologies, as we've demonstrated with Super Cruise. For our eyes-off solution, we are building in redundancy with LIDAR, radar, and cameras, and we will begin on highways. Finally, I want to mention that we are hosting our call today from our new global headquarters in Hudson's Detroit. This beautiful space is designed for the collaborative and tech-enabled way people work today, while also saving us tens of millions of dollars annually. It's the latest example of our commitment to operate as efficiently and as profitably as we can. Thank you, and now I'll turn the call over to Paul.
Speaker #3: Safety is key to building trust in new technologies, as we've demonstrated with Super Cruise. For our eyes-off solution, we are building in redundancy with LiDAR, radar, and cameras, and we will begin on highways.
Speaker #3: Finally, I want to mention that we are hosting our call today from our new global headquarters in Hudson's, Detroit. This beautiful space is designed for the collaborative and tech-enabled way people work today, while also saving us tens of millions of dollars annually.
Speaker #3: It's the latest example of our commitment to operate as efficiently and as profitably as we can. Thank you, and now I'll turn the call over to Paul.
Speaker #2: Thank you, Mary, and welcome, everyone. Over the past several years, we've been on an incredible journey. In the face of a rapidly evolving industry and significant macro challenges, the resilience and adaptability of the GM team have been truly exceptional.
Paul Jacobson: ... Thank you, Mary, and welcome everyone. Over the past several years, we've been on an incredible journey. In the face of a rapidly evolving industry and significant macro challenges, the resilience and adaptability of the GM team have been truly exceptional. These strengths have translated into consistently strong financial performance, including $12.7 billion of EBIT adjusted and $10.6 billion of adjusted automotive free cash flow in 2025, resulting in a year-end cash balance of $21.7 billion. As Mary noted, our product portfolio keeps getting better, driving market share gains of 60 basis points in 2025, while we maintain some of the lowest incentives in the entire industry. This disciplined approach has been a key contributor to nearly $25 billion of free cash flow generation over the past two years.
Paul Jacobson: ... Thank you, Mary, and welcome everyone. Over the past several years, we've been on an incredible journey. In the face of a rapidly evolving industry and significant macro challenges, the resilience and adaptability of the GM team have been truly exceptional. These strengths have translated into consistently strong financial performance, including $12.7 billion of EBIT adjusted and $10.6 billion of adjusted automotive free cash flow in 2025, resulting in a year-end cash balance of $21.7 billion. As Mary noted, our product portfolio keeps getting better, driving market share gains of 60 basis points in 2025, while we maintain some of the lowest incentives in the entire industry. This disciplined approach has been a key contributor to nearly $25 billion of free cash flow generation over the past two years.
Speaker #2: These strengths have translated into consistently strong financial performance, including 12.7 billion dollars of EBIT adjusted and 10.6 billion dollars of adjusted automotive free cash flow in 2025, resulting in a year-end cash balance of 21.7 billion dollars.
Speaker #2: As Mary noted, our product portfolio keeps getting better, driving market share gains of 60 basis points in 2025, while we maintain some of the lowest incentives in the entire industry.
Speaker #2: This disciplined approach has been a key contributor to nearly $25 billion of free cash flow generation over the past two years. This robust cash generation enables us to execute confidently across all pillars of our capital allocation framework.
Paul Jacobson: This robust cash generation enables us to execute confidently across all pillars of our capital allocation framework. Over the last 2 years, we've invested more than $20 billion in capital projects to support growth in our core business and advance our strategic priorities. Looking ahead to 2026 and 2027, we expect to invest $10 to 12 billion annually, including approximately $5 billion to expand US manufacturing capacity for some of the highest demand vehicles and further reduce our tariff exposure. We're also proactively strengthening our balance sheet by thoughtfully managing debt maturities. In 2025, we retired $1.8 billion of debt, further enhancing our financial flexibility and reinforcing our long-term resilience. Returning capital to shareholders remains a cornerstone of our capital strategy.
This robust cash generation enables us to execute confidently across all pillars of our capital allocation framework. Over the last 2 years, we've invested more than $20 billion in capital projects to support growth in our core business and advance our strategic priorities. Looking ahead to 2026 and 2027, we expect to invest $10 to 12 billion annually, including approximately $5 billion to expand US manufacturing capacity for some of the highest demand vehicles and further reduce our tariff exposure. We're also proactively strengthening our balance sheet by thoughtfully managing debt maturities. In 2025, we retired $1.8 billion of debt, further enhancing our financial flexibility and reinforcing our long-term resilience. Returning capital to shareholders remains a cornerstone of our capital strategy.
Speaker #2: Over the last two years, we've invested more than $20 billion in capital projects to support growth in our core business and advance our strategic priorities.
Speaker #2: Looking ahead to 2026 and 2027, we expect to invest $10 to $12 billion annually, including approximately $5 billion to expand U.S. manufacturing capacity for some of the highest-demand vehicles and further reduce our tariff exposure.
Speaker #2: We're also proactively strengthening our balance sheet by thoughtfully managing debt maturities. In 2025, we retired $1.8 billion of debt, further enhancing our financial flexibility and reinforcing our long-term resilience.
Speaker #2: Returning capital to shareholders remains a cornerstone of our capital strategy. In the fourth quarter, we executed $2.5 billion in open market share repurchases, retiring another 33 million shares and bringing total buybacks for the year to $6 billion.
Paul Jacobson: In Q4, we executed $2.5 billion in open market share repurchases, retiring another 33 million shares and bringing total buybacks for the year to $6 billion. In 2025, we also distributed more than $500 million in dividends. Since announcing our accelerated share repurchase program in November 2023, we have returned $23 billion to shareholders through share repurchases. These actions have reduced our outstanding share count by more than 465 million shares, or nearly 35%, leaving approximately 930 million diluted outstanding shares at year-end 2025. Our strong execution and consistent capital returns have delivered substantial shareholder value, with our stock price appreciating more than 170% since late November 2023.
In Q4, we executed $2.5 billion in open market share repurchases, retiring another 33 million shares and bringing total buybacks for the year to $6 billion. In 2025, we also distributed more than $500 million in dividends. Since announcing our accelerated share repurchase program in November 2023, we have returned $23 billion to shareholders through share repurchases. These actions have reduced our outstanding share count by more than 465 million shares, or nearly 35%, leaving approximately 930 million diluted outstanding shares at year-end 2025. Our strong execution and consistent capital returns have delivered substantial shareholder value, with our stock price appreciating more than 170% since late November 2023.
Speaker #2: In 2025, we also distributed more than $500 million in dividends. Since announcing our accelerated share repurchase program in November 2023, we have returned $23 billion to shareholders through share repurchases.
Speaker #2: These actions have reduced our outstanding share count by more than 465 million shares, or nearly 35%. Leaving approximately 930 million diluted outstanding shares at year-end 2025.
Speaker #2: Our strong execution and consistent capital returns have delivered substantial shareholder value. With our stock price appreciating more than 170% since late November 2023, this performance reinforces our conviction that repurchasing GM stock at current valuation levels—which are back to historical norms but remain well below our peers—represents one of the most compelling opportunities to continue to generate long-term shareholder value.
Paul Jacobson: This performance reinforces our conviction that repurchasing GM stock at current valuation levels, which are back to historical norms, but remain well below our peers, represents one of the most compelling opportunities to continue to generate long-term shareholder value. Yesterday, our board approved a new share repurchase authorization of $6 billion and a 20% increase in our dividend to $0.18 per share, reflecting its confidence in our ability to generate strong future cash flows and underscoring our ongoing commitment to returning capital to shareholders. Now let's turn to our Q4 results. Total company revenue was $45 billion, down approximately 5% year-over-year, primarily due to our disciplined approach to production and dealer inventory, including aligning EV production to demand.
This performance reinforces our conviction that repurchasing GM stock at current valuation levels, which are back to historical norms, but remain well below our peers, represents one of the most compelling opportunities to continue to generate long-term shareholder value. Yesterday, our board approved a new share repurchase authorization of $6 billion and a 20% increase in our dividend to $0.18 per share, reflecting its confidence in our ability to generate strong future cash flows and underscoring our ongoing commitment to returning capital to shareholders. Now let's turn to our Q4 results. Total company revenue was $45 billion, down approximately 5% year-over-year, primarily due to our disciplined approach to production and dealer inventory, including aligning EV production to demand.
Speaker #2: Yesterday, our board approved a new share repurchase authorization of $6 billion and a 20% increase in our dividend to $0.18 per share, reflecting its confidence in our ability to generate strong future cash flows and underscoring our ongoing commitment to returning capital to shareholders.
Speaker #2: Now let's turn to our fourth quarter results. Total company revenue was 45 billion dollars, down approximately 5% year over year primarily due to our disciplined approach to production and dealer inventory, including aligning EV production to demand.
Speaker #2: We also faced production constraints on the Chevrolet Trax and a year-over-year headwind from strategic decisions to end production of the Chevrolet Malibu and Cadillac XT4.
Paul Jacobson: We also face production constraints on the Chevrolet Trax and a year-over-year headwind from strategic decisions to end production of the Chevrolet Malibu and Cadillac XT4. The lower volume was partially offset by strong pricing across our 2026 model year lineup. EBIT adjusted was $2.8 billion, and EPS diluted adjusted was $2.51, both increasing year over year despite the impact of tariffs. We incurred incremental costs for alternate chip sourcing related to Nexperia, totaling $100 million in Q4, and we anticipate another $100 million of pressure in Q1 2026. Hats off to our supply chain team, as they did a great job finding alternatives to ensure we had no production disruptions. Adjusted automotive free cash flow was $2.8 billion, driven by higher EBIT adjusted performance and favorable cash timing.
We also face production constraints on the Chevrolet Trax and a year-over-year headwind from strategic decisions to end production of the Chevrolet Malibu and Cadillac XT4. The lower volume was partially offset by strong pricing across our 2026 model year lineup. EBIT adjusted was $2.8 billion, and EPS diluted adjusted was $2.51, both increasing year over year despite the impact of tariffs. We incurred incremental costs for alternate chip sourcing related to Nexperia, totaling $100 million in Q4, and we anticipate another $100 million of pressure in Q1 2026. Hats off to our supply chain team, as they did a great job finding alternatives to ensure we had no production disruptions. Adjusted automotive free cash flow was $2.8 billion, driven by higher EBIT adjusted performance and favorable cash timing.
Speaker #2: The lower volume was partially offset by strong pricing across our 2026 model year lineup. EBIT-adjusted was $2.8 billion, and EPS-diluted adjusted was $2.51, both increasing year-over-year despite the impact of tariffs.
Speaker #2: We incurred incremental costs for alternate chip sourcing related to Nexperia totaling $100 million in Q4, and we anticipate another $100 million of pressure in Q1 2026.
Speaker #2: Hats off to our supply chain team, as they did a great job finding alternatives to ensure we had no production disruptions. Adjusted automotive free cash flow was $2.8 billion, driven by higher EBIT-adjusted performance and favorable cash timing.
Speaker #2: I want to take a moment to address tariff costs for the quarter and for the full year, as well as the charges we have taken related to EVs.
Paul Jacobson: I want to take a moment to address tariff costs for the quarter and for the full year, as well as the charges we have taken related to EVs. Through Q3, we incurred $2.4 billion in gross tariff costs. In Q4, we incurred another $700 million, bringing the total for the year to $3.1 billion, which was below our predicted range of $3.5 to 4.5 billion. When we provided updated guidance in October, we were tracking towards the low end of this range, but took a conservative approach, given the dynamic trade and tariff environment. We were able to do even better based on strong execution and favorable policy developments during the quarter, including the benefit from a lower tariff rate for Korea.
I want to take a moment to address tariff costs for the quarter and for the full year, as well as the charges we have taken related to EVs. Through Q3, we incurred $2.4 billion in gross tariff costs. In Q4, we incurred another $700 million, bringing the total for the year to $3.1 billion, which was below our predicted range of $3.5 to 4.5 billion. When we provided updated guidance in October, we were tracking towards the low end of this range, but took a conservative approach, given the dynamic trade and tariff environment. We were able to do even better based on strong execution and favorable policy developments during the quarter, including the benefit from a lower tariff rate for Korea.
Speaker #2: Through the third quarter, we incurred 2.4 billion dollars in gross tariff costs. In the fourth quarter, we incurred another 700 million dollars, bringing the total for the year to 3.1 billion dollars, which was below our predicted range of 3.5 to 4.5 billion.
Speaker #2: When we provided updated guidance in October, we were tracking toward the low end of this range, but took a conservative approach given the dynamic trade and tariff environment.
Speaker #2: We were able to do even better based on strong execution and favorable policy developments during the quarter, including the benefit from a lower tariff rate for Korea.
Speaker #2: For the full year, we were able to offset more than 40% of these gross tariff costs through a combination of go-to-market actions, footprint adjustments, and cost reduction initiatives.
Paul Jacobson: For the full year, we were able to offset more than 40% of these gross tariff costs through a combination of go-to-market actions, footprint adjustments, and cost reduction initiatives. Turning now to our EV charges. During the Q3 and Q4, we reassessed our EV capacity and manufacturing footprint to better align with softer than expected consumer demand, particularly in light of recent US government policy changes, including the termination of certain consumer tax incentives. As a result, in the Q3, we recorded charges totaling $1.6 billion, including $1.2 billion of non-cash impairment charges, primarily related to transitioning our Orion Assembly from EV to ICE production. The remaining $0.4 billion consisted of cash charges associated with contractual cancellations and supplier settlements. In the Q4, we recorded an additional $6 billion of charges.
For the full year, we were able to offset more than 40% of these gross tariff costs through a combination of go-to-market actions, footprint adjustments, and cost reduction initiatives. Turning now to our EV charges. During the Q3 and Q4, we reassessed our EV capacity and manufacturing footprint to better align with softer than expected consumer demand, particularly in light of recent US government policy changes, including the termination of certain consumer tax incentives. As a result, in the Q3, we recorded charges totaling $1.6 billion, including $1.2 billion of non-cash impairment charges, primarily related to transitioning our Orion Assembly from EV to ICE production. The remaining $0.4 billion consisted of cash charges associated with contractual cancellations and supplier settlements. In the Q4, we recorded an additional $6 billion of charges.
Speaker #2: Turning now to our EV charges, during the third and fourth quarters, we reassessed our EV capacity and manufacturing footprint to better align with softer-than-expected consumer demand, particularly in light of recent U.S. trends.
Speaker #2: Government policy changes, including the termination of certain consumer tax incentives. As a result, in the third quarter, we recorded charges totaling $1.6 billion, including $1.2 billion of non-cash impairment charges, primarily related to transitioning our Orion assembly from EV to ICE production.
Speaker #2: The remaining $0.4 billion consisted of cash charges associated with contractual cancellations and supplier settlements. In the fourth quarter, we recorded an additional $6 billion of charges.
Speaker #2: This included 1.8 billion dollars of non-cash impairments, largely driven by our decision to discontinue production of the BrightDrop electric van and to impair certain EV-related assets.
Paul Jacobson: This included $1.8 billion of non-cash impairments, largely driven by our decision to discontinue production of the BrightDrop electric van and to impair certain EV-related assets. The remaining $4.2 billion was primarily related to contract cancellations and supplier settlements, which will impact future cash flows. The aggregate Q3 and Q4 charges totaled $7.6 billion, of which $4.6 billion is expected to be settled in cash. In 2025, we made approximately $400 million in cash payments and expect to pay the majority of the remaining balance in 2026. Moving forward, we expect material but significantly smaller cash and non-cash EV-related charges as we continue commercial negotiations with our supply base and address proposed regulatory changes to greenhouse gas emission standards. Any greenhouse gas-related charges would be non-cash.
This included $1.8 billion of non-cash impairments, largely driven by our decision to discontinue production of the BrightDrop electric van and to impair certain EV-related assets. The remaining $4.2 billion was primarily related to contract cancellations and supplier settlements, which will impact future cash flows. The aggregate Q3 and Q4 charges totaled $7.6 billion, of which $4.6 billion is expected to be settled in cash. In 2025, we made approximately $400 million in cash payments and expect to pay the majority of the remaining balance in 2026. Moving forward, we expect material but significantly smaller cash and non-cash EV-related charges as we continue commercial negotiations with our supply base and address proposed regulatory changes to greenhouse gas emission standards. Any greenhouse gas-related charges would be non-cash.
Speaker #2: The remaining 4.2 billion dollars was primarily related to contract cancellations and supplier settlements, which will impact future cash flows. The aggregate Q3 and Q4 charges totaled 7.6 billion dollars, of which 4.6 billion dollars is expected to be settled in cash.
Speaker #2: In 2025, we made approximately 400 million dollars in cash payments, and expect to pay the majority of the remaining balance in 2026. Moving forward, we expect material, but significantly smaller, cash and non-cash EV-related charges, as we continue commercial negotiations with our supply base and address proposed regulatory changes to greenhouse gas emission standards.
Speaker #2: Any greenhouse gas-related charges would be non-cash. It is important to note that, besides BrightDrop, we have not impaired our existing retail portfolio of EVs.
Paul Jacobson: It is important to note that besides BrightDrop, we have not impaired our existing retail portfolio of EVs. We are working to improve the profitability of these vehicles through new battery technologies, engineering improvements, and operational efficiencies, along with a more rational EV market. As consumer adoption of EVs increases, albeit at a slower pace than previously anticipated, we expect to achieve the necessary scale to deliver EVs profitably over time. Now let's move to the Q4 regional results. North America delivered EBIT adjusted of $2.2 billion and margins of 6.1%. We ended the year with 48 days of dealer inventory, which is slightly below our 50- to 60-day year-end target. This positions us well for 2026, allowing us to balance production to various demand levels.
It is important to note that besides BrightDrop, we have not impaired our existing retail portfolio of EVs. We are working to improve the profitability of these vehicles through new battery technologies, engineering improvements, and operational efficiencies, along with a more rational EV market. As consumer adoption of EVs increases, albeit at a slower pace than previously anticipated, we expect to achieve the necessary scale to deliver EVs profitably over time. Now let's move to the Q4 regional results. North America delivered EBIT adjusted of $2.2 billion and margins of 6.1%. We ended the year with 48 days of dealer inventory, which is slightly below our 50- to 60-day year-end target. This positions us well for 2026, allowing us to balance production to various demand levels.
Speaker #2: We are working to improve the profitability of these vehicles through new battery technologies, engineering improvements, and operational efficiencies, along with a more rational EV market.
Speaker #2: As consumer adoption of EVs increases, albeit at a slower pace than previously anticipated, we expect to achieve the necessary scale to deliver EVs profitably over time.
Speaker #2: Now let's move to the fourth quarter regional results. North America delivered EBIT-adjusted of $2.2 billion and margins of 6.1%. We ended the year with 48 days of dealer inventory, which is slightly below our 50- to 60-day year-end target.
Speaker #2: This positions us well for 2026, allowing us to balance production to various demand levels. We are seeing positive trends in our warranty performance with monthly cash flows continuing to be stable.
Paul Jacobson: We are seeing positive trends in our warranty performance, with monthly cash flows continuing to be stable. GM International, excluding China equity income, delivered EBIT adjusted of $200 million, driven by strong execution in South America and the Middle East, along with China equity income of $100 million, excluding the restructuring charge. We recorded a $600 million special item in our Auto China equity income, primarily connected to prior restructuring actions. It's important to note that these charges are not expected to require any capital from GM, as the joint venture has sufficient cash to cover these costs. I want to commend our China team for executing a disciplined, multi-year plan to rightsize capacity, accelerate electrification, and revitalize our operations.
We are seeing positive trends in our warranty performance, with monthly cash flows continuing to be stable. GM International, excluding China equity income, delivered EBIT adjusted of $200 million, driven by strong execution in South America and the Middle East, along with China equity income of $100 million, excluding the restructuring charge. We recorded a $600 million special item in our Auto China equity income, primarily connected to prior restructuring actions. It's important to note that these charges are not expected to require any capital from GM, as the joint venture has sufficient cash to cover these costs. I want to commend our China team for executing a disciplined, multi-year plan to rightsize capacity, accelerate electrification, and revitalize our operations.
Speaker #2: GM International excluding China equity income delivered EBIT adjusted of 200 million dollars driven by strong execution in South America and the Middle East, along with China equity income of 100 million dollars excluding the restructuring charge.
Speaker #2: We recorded a $600 million special item in our Auto China equity income, primarily connected to prior restructuring actions. It's important to note that these charges are not expected to require any capital from GM, as the joint venture has sufficient cash to cover these costs.
Speaker #2: I want to commend our China team for executing a disciplined, multi-year plan to right-size capacity, accelerate electrification, and revitalize our operations. These collective efforts have been instrumental in achieving significant milestones, including new energy vehicle sales reaching nearly 1 million units in 2025, representing more than half of the total sales in China.
Paul Jacobson: These collective efforts have been instrumental in achieving significant milestones, including new energy vehicle sales reaching nearly 1 million units in 2025, representing more than half of the total sales in China. GM Financial also had another strong year of profitability and capital returns to GM. Q4 EBT adjusted was down slightly year-over-year at $600 million. Lower lease termination gains were partially offset by higher retail yields and lower provision expense. GM Financial's full-year EBT adjusted was $2.8 billion, within their guidance of $2.5 to 3 billion, and they paid dividends of $1.5 billion to GM. Last week, GM Financial received approval for their industrial bank application. Once launched, this bank will enable them to accept deposits, providing another source of stable and diversified funding.
These collective efforts have been instrumental in achieving significant milestones, including new energy vehicle sales reaching nearly 1 million units in 2025, representing more than half of the total sales in China. GM Financial also had another strong year of profitability and capital returns to GM. Q4 EBT adjusted was down slightly year-over-year at $600 million. Lower lease termination gains were partially offset by higher retail yields and lower provision expense. GM Financial's full-year EBT adjusted was $2.8 billion, within their guidance of $2.5 to 3 billion, and they paid dividends of $1.5 billion to GM. Last week, GM Financial received approval for their industrial bank application. Once launched, this bank will enable them to accept deposits, providing another source of stable and diversified funding.
Speaker #2: GM Financial also had another strong year of profitability and capital returns to GM. Fourth quarter EBIT-adjusted was down slightly year over year at $600 million.
Speaker #2: Lower lease termination gains were partially offset by higher retail yields and lower provision expense. GM Financial's full-year EBIT adjusted was 2.8 billion dollars within their guidance of 2.5 to 3 billion, and they paid dividends of 1.5 billion dollars to GM.
Speaker #2: Last week, GM Financial received approval for their industrial bank application. Once launched, this bank will enable them to accept deposits, providing another source of stable and diversified funding.
Speaker #2: Over time, we also expect this to lower the cost of funds and enhance their ability to offer more competitive auto loans to customers. I want to personally thank Susan and the entire GMF team for their persistence throughout this process.
Paul Jacobson: Over time, we also expect this to lower the cost of funds and enhance their ability to offer more competitive auto loans to customers. I want to personally thank Susan and the entire GMF team for their persistence throughout this process. Now let's turn to our 2026 guidance, where we expect EBIT adjusted of $13 to 15 billion, EPS diluted adjusted of $11 to 13 per share, and adjusted automotive free cash flow of $9 to 11 billion. Starting with tariffs, we anticipate gross tariff costs in the $3 to 4 billion range, slightly higher than 2025 due to an additional quarter of tariff exposure, partially offset by the reduced Korea tariff and expanded MSRP offset program.
Over time, we also expect this to lower the cost of funds and enhance their ability to offer more competitive auto loans to customers. I want to personally thank Susan and the entire GMF team for their persistence throughout this process. Now let's turn to our 2026 guidance, where we expect EBIT adjusted of $13 to 15 billion, EPS diluted adjusted of $11 to 13 per share, and adjusted automotive free cash flow of $9 to 11 billion. Starting with tariffs, we anticipate gross tariff costs in the $3 to 4 billion range, slightly higher than 2025 due to an additional quarter of tariff exposure, partially offset by the reduced Korea tariff and expanded MSRP offset program.
Speaker #2: Now let's turn to our 2026 guidance. Where we expect EBIT adjusted of 13 to 15 billion dollars, EPS diluted adjusted of 11 to 13 dollars per share, and adjusted automotive free cash flow of 9 to 11 billion dollars.
Speaker #2: Starting with tariffs, we anticipate gross tariff costs in the $3 billion to $4 billion range, slightly higher than 2025 due to an additional quarter of tariff exposure, partially offset by the reduced Korea tariff and expanded MSRP offset program.
Speaker #2: For Q1, we expect the gross tariff impact to be in the 750 million to 1 billion dollar range, which is well below the quarterly impact in Q2 and Q3 of 2025, but more than Q4.
Paul Jacobson: For Q1, we expect the gross tariff impact to be in the $750 million to $1 billion range, which is well below the quarterly impact in Q2 and Q3 of 2025, but more than Q4. The higher quarterly run rate in 2026 versus Q4 2025 is largely driven by the timing of tariff costs, which can be lumpy, particularly as it relates to the supply chain. The team did a great job offsetting over 40% of our gross tariff costs in 2025 through go-to-market strategies, footprint changes, and cost efficiencies. As we look ahead to 2026, we expect these cost savings to be sustained and believe there are additional actions that can help mitigate our tariff impact. For the industry, we expect total US SAR to be in the low 16 million unit range for the year.
For Q1, we expect the gross tariff impact to be in the $750 million to $1 billion range, which is well below the quarterly impact in Q2 and Q3 of 2025, but more than Q4. The higher quarterly run rate in 2026 versus Q4 2025 is largely driven by the timing of tariff costs, which can be lumpy, particularly as it relates to the supply chain. The team did a great job offsetting over 40% of our gross tariff costs in 2025 through go-to-market strategies, footprint changes, and cost efficiencies. As we look ahead to 2026, we expect these cost savings to be sustained and believe there are additional actions that can help mitigate our tariff impact. For the industry, we expect total US SAR to be in the low 16 million unit range for the year.
Speaker #2: The higher quarterly run rate in 2026 versus Q4 25 is largely driven by the timing of tariff costs, which can be lumpy, particularly as it relates to the supply chain.
Speaker #2: The team did a great job offsetting over 40% of our gross tariff costs in 2025 through go-to-market strategies, footprint changes, and cost efficiencies. As we look ahead to 2026, we expect these cost savings to be sustained and believe there are additional actions that can help mitigate our tariff impact.
Speaker #2: For the industry, we expect total U.S. SAR to be in the low 16 million unit range for the year. We expect North America ICE wholesale volumes to be flat to up modestly.
Paul Jacobson: We expect North America ICE wholesale volumes to be flat to up modestly. ICE volumes this year are constrained due to portfolio shifts, including the ending of the Cadillac XT6 and some expected downtime ahead of the new Chevrolet Silverado and GMC Sierra launches. We anticipate a benefit of $1 to 1.5 billion related to the actions we've taken to rightsize our EV capacity. The benefits from both EV-related charges and substantially lower EV wholesale volumes will positively impact both mix and costs. We also expect that the temporary downtime at our Ultium Cells joint venture will result in lower production tax credits, but this impact should be largely offset by positive inventory adjustments from lower cell inventory levels. Lower production tax credits in 2026 should then represent a tailwind in 2027 as we resume normalized production.
We expect North America ICE wholesale volumes to be flat to up modestly. ICE volumes this year are constrained due to portfolio shifts, including the ending of the Cadillac XT6 and some expected downtime ahead of the new Chevrolet Silverado and GMC Sierra launches. We anticipate a benefit of $1 to 1.5 billion related to the actions we've taken to rightsize our EV capacity. The benefits from both EV-related charges and substantially lower EV wholesale volumes will positively impact both mix and costs. We also expect that the temporary downtime at our Ultium Cells joint venture will result in lower production tax credits, but this impact should be largely offset by positive inventory adjustments from lower cell inventory levels. Lower production tax credits in 2026 should then represent a tailwind in 2027 as we resume normalized production.
Speaker #2: ICE volumes this year are constrained due to portfolio shifts, including the ending of the Cadillac XT6 and some expected downtime ahead of the new Chevrolet Silverado and GMC Sierra launches.
Speaker #2: We anticipate a benefit of 1 to 1.5 billion dollars related to the actions we've taken to right-size our EV capacity, the benefits from both EV-related charges and substantially lower EV wholesale volumes will positively impact both mix and cost.
Speaker #2: We also expect that the temporary downtime at our Ultium Cells joint venture will result in lower production tax credits, but this impact should be largely offset by positive inventory adjustments from lower cell inventory levels.
Speaker #2: Lower production tax credits in 2026 should then represent a tailwind in 2027 as we resume normalized production. We expect North America pricing to be flat to up 0.5% as we realize the full-year benefit of model year 2026 price increases.
Paul Jacobson: We expect North America pricing to be flat to up 0.5% as we realize the full year benefit of model year 2026 price increases. While this includes a placeholder for potentially higher incentives due to the competitive environment, we are confident in our ability to maintain pricing discipline. While some uncertainties remain in the regulatory environment, we are anticipating a benefit in the range of $500 to 750 million, primarily related to savings from no longer having to purchase compliance credits. In addition, we are seeing positive trends in warranty costs, which are expected to deliver a $1 billion benefit versus 2025. We expect an increase of around $400 million of high-margin revenue generated from the expansion of OnStar software and services, including Super Cruise.
We expect North America pricing to be flat to up 0.5% as we realize the full year benefit of model year 2026 price increases. While this includes a placeholder for potentially higher incentives due to the competitive environment, we are confident in our ability to maintain pricing discipline. While some uncertainties remain in the regulatory environment, we are anticipating a benefit in the range of $500 to 750 million, primarily related to savings from no longer having to purchase compliance credits. In addition, we are seeing positive trends in warranty costs, which are expected to deliver a $1 billion benefit versus 2025. We expect an increase of around $400 million of high-margin revenue generated from the expansion of OnStar software and services, including Super Cruise.
Speaker #2: While this includes a plates holder for potentially higher incentives due to the competitive environment, we are confident in our ability to maintain pricing discipline.
Speaker #2: While some uncertainties remain in the regulatory environment, we are anticipating a benefit in the range of $500 to $750 million, primarily related to savings from no longer having to purchase compliance credits.
Speaker #2: In addition, we are seeing positive trends in warranty costs, which are expected to deliver a 1 billion dollar benefit versus 2025. We expect an increase of around 400 million dollars of high-margin revenue generated from the expansion of OnStar software and services including Super Cruise.
Paul Jacobson: This growth is expected to help increase deferred revenue from $5.4 billion at the end of 2025 to approximately $7.5 billion by the end of 2026, further strengthening our future margin profile and long-term growth trajectory. We expect headwinds in the range of $1 to 1.5 billion associated with the onshoring of vehicle production to the US, investments to enhance supply chain resiliency, and investments to support our software initiatives. While these initiatives create near-term pressure, they will increase capacity of our highly profitable full-size pickups and SUVs, as well as to help further mitigate tariff costs beginning in 2027.
This growth is expected to help increase deferred revenue from $5.4 billion at the end of 2025 to approximately $7.5 billion by the end of 2026, further strengthening our future margin profile and long-term growth trajectory. We expect headwinds in the range of $1 to 1.5 billion associated with the onshoring of vehicle production to the US, investments to enhance supply chain resiliency, and investments to support our software initiatives. While these initiatives create near-term pressure, they will increase capacity of our highly profitable full-size pickups and SUVs, as well as to help further mitigate tariff costs beginning in 2027.
Speaker #2: Increase deferred revenue from $5.4 billion at the end of 2025 to approximately $7.5 billion by the end of 2026. This growth is expected to help.
Speaker #2: Further strengthening our future margin profile and long-term growth trajectory. We expect headwinds in the range of 1 to 1.5 billion dollars associated with the onshoring of vehicle production to the U.S.
Speaker #2: Investments to enhance supply chain resiliency and investments to support our software initiatives. While these initiatives create near-term pressure, they will increase capacity of our highly profitable full-size pickups and SUVs, as well as help further mitigate tariff costs beginning in 2027.
Speaker #2: We also expect incremental headwinds in the range of $1 to $1.5 billion, driven primarily by recent trends in aluminum, copper, and other key commodities, as well as higher DRAM costs and unfavorable foreign exchange movements.
Paul Jacobson: We also expect incremental headwinds in the range of $1 to 1.5 billion, driven primarily by recent trends in aluminum, copper, and other key commodities, as well as higher DRAM costs and unfavorable foreign exchange movements. Turning to our regions, we expect both China and our international operations outside of China to be profitable and deliver results largely consistent with 2025. GM Financial is once again expected to deliver EBT adjusted in the $2.5 to 3 billion range, reflecting a stable credit environment. Importantly, as Mary noted, we believe we have a clear and achievable path back to 8% to 10% North America margins in 2026. The midpoint of our EBIT adjusted guidance supports this outcome, and we are confident in our ability to deliver this goal ahead of investor expectations.
We also expect incremental headwinds in the range of $1 to 1.5 billion, driven primarily by recent trends in aluminum, copper, and other key commodities, as well as higher DRAM costs and unfavorable foreign exchange movements. Turning to our regions, we expect both China and our international operations outside of China to be profitable and deliver results largely consistent with 2025. GM Financial is once again expected to deliver EBT adjusted in the $2.5 to 3 billion range, reflecting a stable credit environment. Importantly, as Mary noted, we believe we have a clear and achievable path back to 8% to 10% North America margins in 2026. The midpoint of our EBIT adjusted guidance supports this outcome, and we are confident in our ability to deliver this goal ahead of investor expectations.
Speaker #2: Turning to our regions, we expect both China and our international operations outside of China to be profitable and deliver results largely consistent with 2025.
Speaker #2: GM Financial is once again expected to deliver EBT adjusted in the 2.5 to 3 billion dollar range, reflecting a stable credit environment. Importantly, as Mary noted, we believe we have a clear and achievable path back to 8 to 10% North America margins in 2026.
Speaker #2: The midpoint of our EBIT-adjusted guidance supports this outcome, and we are confident in our ability to deliver this goal ahead of investor expectations.
Speaker #2: We are accelerating innovation and investing in advanced mobility, manufacturing technologies, and robotics to chart the future. This includes expanding Super Cruise to bring hands-free driving to more vehicles and scaling high-value digital services through OnStar, further strengthening our competitive advantage and enhancing the customer experience.
Paul Jacobson: We are accelerating innovation and investing in advanced mobility, manufacturing technologies, and robotics to chart the future. This includes expanding Super Cruise to bring hands-free driving to more vehicles and scaling high-value digital services through OnStar, further strengthening our competitive advantage, enhancing the customer experience. In summary, we enter this year with strong momentum, a resilient balance sheet, and the operational flexibility to deliver on our commitments. We remain focused on investing in long-term, profitable growth while retaining the agility needed to navigate a dynamic macro and regulatory landscape, positioning GM for sustained success, not only in 2026, but well beyond. Thank you. And with that, we'll move to the Q&A portion of the call.
We are accelerating innovation and investing in advanced mobility, manufacturing technologies, and robotics to chart the future. This includes expanding Super Cruise to bring hands-free driving to more vehicles and scaling high-value digital services through OnStar, further strengthening our competitive advantage, enhancing the customer experience. In summary, we enter this year with strong momentum, a resilient balance sheet, and the operational flexibility to deliver on our commitments. We remain focused on investing in long-term, profitable growth while retaining the agility needed to navigate a dynamic macro and regulatory landscape, positioning GM for sustained success, not only in 2026, but well beyond. Thank you. And with that, we'll move to the Q&A portion of the call.
Speaker #2: In summary, we enter this year with strong momentum, a resilient balance sheet, and the operational flexibility to deliver on our commitments. We remain focused on investing in long-term, profitable growth while retaining the agility needed to navigate a dynamic macro and regulatory landscape, positioning GM for sustained success not only in 2026 but well beyond.
Speaker #2: Thank you, and with that, we'll move to the Q&A portion of the call.
Speaker #3: Thank you. As a reminder to analysts, we are asking that you limit your questions to one and a brief follow-up so that we may get to everyone on the call.
Operator: Thank you. As a reminder to analysts, we are asking that you limit your questions to one and a brief follow-up so that we may get to everyone on the call. To ask a question, press star, then one on your telephone keypad to join the queue. To withdraw your question, press star then two. Our first question will come from the line of Dan Levy with Barclays. Your line is open.
Operator: Thank you. As a reminder to analysts, we are asking that you limit your questions to one and a brief follow-up so that we may get to everyone on the call. To ask a question, press star, then one on your telephone keypad to join the queue. To withdraw your question, press star then two. Our first question will come from the line of Dan Levy with Barclays. Your line is open.
Speaker #3: To ask a question, press star then one on your telephone keypad to join the queue. To withdraw your question, press star then two. Our first question will come from the line of Dan Levy with Barclays.
Speaker #3: Your line is open.
Speaker #4: Hi, good morning. Thanks for taking the questions. I'm wondering if you could first just address the assumption on pricing. And specifically, I think we know that we are in an environment where, arguably, it's a demand-constrained environment.
Dan Levy: Hi, good morning, and thanks for taking the questions. Wondering if you could first just address the assumption on pricing. Specifically, I think we know that we are in an environment where arguably it's a demand-constrained environment. There's one of your competitors that is keen on gaining. So I'm sure you're coming off of a, let's say, tougher comp on the pricing side. I think you did just under $1.5 billion in positive pricing last year. So can you just unpack the assumption for pricing to be flat to up? How much of that is just the benefit of ICE or some other dynamics in there?
Dan Levy: Hi, good morning, and thanks for taking the questions. Wondering if you could first just address the assumption on pricing. Specifically, I think we know that we are in an environment where arguably it's a demand-constrained environment. There's one of your competitors that is keen on gaining. So I'm sure you're coming off of a, let's say, tougher comp on the pricing side. I think you did just under $1.5 billion in positive pricing last year. So can you just unpack the assumption for pricing to be flat to up? How much of that is just the benefit of ICE or some other dynamics in there?
Speaker #4: There's one of your competitors that is keen on gaining some share. You're coming off of a, let's say, tougher comp on the pricing side.
Speaker #4: I think you did just under a billion and a half in positive pricing last year. So can you just unpack the assumption for pricing to be flat to up?
Speaker #4: How much of that is just the benefit of ICE or some other dynamics in
Speaker #4: there? Hey, good morning, Dan.
Paul Jacobson: Hey, good morning, Dan. Thanks for the question. What I would say is going into this year, we're not modeling any increases. This is really just the annualization of what we did in 25, coming through, primarily for model year 2026. So, you know, we're obviously going to take it one day, one week, one month at a time as we go through and watch where we are. But, we're not putting projections out there as if we've got a lot of price increases to go through.
Paul Jacobson: Hey, good morning, Dan. Thanks for the question. What I would say is going into this year, we're not modeling any increases. This is really just the annualization of what we did in 25, coming through, primarily for model year 2026. So, you know, we're obviously going to take it one day, one week, one month at a time as we go through and watch where we are. But, we're not putting projections out there as if we've got a lot of price increases to go through.
Speaker #5: Thanks for the question. What I would say is going into this year, we're not modeling any increases; this is really just the annualization of what we did in '25 coming through.
Speaker #5: Primarily for model year '26. So we're obviously going to take it one day, one week, one month at a time as we go through and watch where we are.
Speaker #5: But we're not putting projections out there as if we've got a lot of price increases to go through. We're cognizant of what the environment is out there, but we're also confident with our vehicles and with the new truck launches later this year.
Paul Jacobson: We're cognizant of what the environment is out there, but we're also confident with our vehicles and with the new truck launches later this year. We feel like we can continue to drive the momentum commercially that we have in the past with no significant change.
We're cognizant of what the environment is out there, but we're also confident with our vehicles and with the new truck launches later this year. We feel like we can continue to drive the momentum commercially that we have in the past with no significant change.
Speaker #5: We feel like we can continue to drive the momentum commercially that we have in the past, with no significant change.
Speaker #4: Great, thank you. As a second question, I wanted to just ask about the dynamics of your product portfolio. And within that, first maybe you could just address the fixed cost base that you have.
Dan Levy: Great, thank you. As a second question, I wanted to just ask about the dynamics of your product portfolio. And within that, first, maybe you could just address, you know, the fixed cost base that you have. You still have all of your EV programs intact. You still have much of the battery capacity intact. This was set for a higher volume outlook. You know, to what extent does this portfolio align with what's going to likely be higher near-term ICE mix? And then maybe you could just address the potential to add hybrids into the portfolio. Just how much more do we have to see the portfolio and the fixed cost base shift to adjust to this new reality that we have?
Dan Levy: Great, thank you. As a second question, I wanted to just ask about the dynamics of your product portfolio. And within that, first, maybe you could just address, you know, the fixed cost base that you have. You still have all of your EV programs intact. You still have much of the battery capacity intact. This was set for a higher volume outlook. You know, to what extent does this portfolio align with what's going to likely be higher near-term ICE mix? And then maybe you could just address the potential to add hybrids into the portfolio. Just how much more do we have to see the portfolio and the fixed cost base shift to adjust to this new reality that we have?
Speaker #4: You still have all of your EV programs intact. You still have much of the battery capacity intact. This was set for a higher volume outlook.
Speaker #4: To what extent does this portfolio align with what's going to likely be higher near-term ICE mix? And then maybe you could just address the potential to add hybrids into the portfolio.
Speaker #4: Just how much more do we have to see the portfolio and the fixed cost base shift to adjust to this new reality that we have?
Speaker #5: Well, I'll start, and then I'll turn it over to Paul for some of the financial piece of it. But we think we have the right portfolio.
Mary Barra: ... start, and then I'll turn it over to Paul for some of the financial piece of it. But we think we have the right portfolio. We have an incredibly strong internal combustion engine portfolio, as Paul mentioned, with the new trucks coming out. And unlike many others, we invested in having a dedicated EV platform that gives us a foundation for the portfolio we have. As we've said, the investments we're making now in EVs will be very much focused on cost reduction, like LMR. We also have teams on each of our EVs to continue to take cost out beyond the battery. And then, you know, we have announced in the past that we will have some hybrids in key segments.
Mary Barra: ... start, and then I'll turn it over to Paul for some of the financial piece of it. But we think we have the right portfolio. We have an incredibly strong internal combustion engine portfolio, as Paul mentioned, with the new trucks coming out. And unlike many others, we invested in having a dedicated EV platform that gives us a foundation for the portfolio we have. As we've said, the investments we're making now in EVs will be very much focused on cost reduction, like LMR. We also have teams on each of our EVs to continue to take cost out beyond the battery. And then, you know, we have announced in the past that we will have some hybrids in key segments.
Speaker #5: We have an incredibly strong internal combustion engine portfolio, as Paul mentioned, with the new trucks coming out. And unlike many others, we invested in having a dedicated EV platform that gives us a foundation for the portfolio we have.
Speaker #5: As we've said, the investments we're making now in EVs will be very much focused on cost reduction. Like LMR, we also have teams on each of our EVs to continue to take cost out beyond the battery.
Speaker #5: And then we have announced in the past that we will have some hybrids in key segments. So I think we're going to have the right portfolio.
Mary Barra: So I think we're going to have the right portfolio, and we also are focused on the end game. You know, we know once somebody drives an EV, they rarely go back to internal combustion engine. And we also, you know, a big enabler of EV adoption is going to be charging. And last year, the level two chargers increased by 25%. So EV adoption is going to grow over time. We think we're well positioned there. So, you know, we were very, I think, thoughtful about the way that we adjusted capacity in light of a very dramatic change in the regulatory environment, as well as the eliminating the consumer tax credit.
So I think we're going to have the right portfolio, and we also are focused on the end game. You know, we know once somebody drives an EV, they rarely go back to internal combustion engine. And we also, you know, a big enabler of EV adoption is going to be charging. And last year, the level two chargers increased by 25%. So EV adoption is going to grow over time. We think we're well positioned there. So, you know, we were very, I think, thoughtful about the way that we adjusted capacity in light of a very dramatic change in the regulatory environment, as well as the eliminating the consumer tax credit.
Speaker #5: And we also are focused on the end game. We know once somebody drives an EV, they rarely go back to internal combustion engine. And we also a big enabler of EV adoption is going to be charging.
Speaker #5: And last year, the Level 2 chargers increased by 25%. So, EV adoption is going to grow over time. We think we're well positioned there.
Speaker #5: So we were very, I think, thoughtful about the way that we adjusted capacity in light of a very dramatic change in the regulatory environment, as well as the eliminating of the consumer tax credit.
Speaker #6: Yeah, just to add to that, Dan, I think as we went through the restructuring, we were mindful of where is the excess capacity that we know we're not going to need for a long time.
Paul Jacobson: Yeah, and just to add to that, Dan, I think, you know, as we went through the restructuring, we, we were mindful of, you know, where is the excess capacity that we know we're not going to need, for a long time, because we had built up for a very different regulatory environment, as Mary had said. But we're also cognizant of making sure that we, we preserve capacity to be able to pivot and rotate where we need to, to get the cost savings. So particularly as it relates to battery capacity, you know, we, we've got enough to be able to transition to LMR and to LFP as, as those projects get underway over the next couple of years.
Paul Jacobson: Yeah, and just to add to that, Dan, I think, you know, as we went through the restructuring, we, we were mindful of, you know, where is the excess capacity that we know we're not going to need, for a long time, because we had built up for a very different regulatory environment, as Mary had said. But we're also cognizant of making sure that we, we preserve capacity to be able to pivot and rotate where we need to, to get the cost savings. So particularly as it relates to battery capacity, you know, we, we've got enough to be able to transition to LMR and to LFP as, as those projects get underway over the next couple of years.
Speaker #6: Because we had built up for a very different regulatory environment, as Mary had said. But we're also cognizant of making sure that we preserve capacity to be able to pivot and rotate where we need to, to get the cost savings.
Speaker #6: So particularly as it relates to battery capacity, we've got enough to be able to transition to LMR and to LFP as those projects get underway over the next couple of years.
Speaker #6: So it really was trying to look at what is the right short-term decision, but also how do we balance that against long-term, and where we know it's going to go, or we believe it's going to go, in the future.
Paul Jacobson: So it really was trying to look at, you know, what is the right short-term decision, but also how do we balance that against the long term and where we know it's going to go or we believe it's going to go, in the future. And as far as, you know, vehicle programs, remember, with the product cycle that the industry has, you know, some of these decisions were made years ago, and we have to do our best to be able to pivot to where demand is going to be.
So it really was trying to look at, you know, what is the right short-term decision, but also how do we balance that against the long term and where we know it's going to go or we believe it's going to go, in the future. And as far as, you know, vehicle programs, remember, with the product cycle that the industry has, you know, some of these decisions were made years ago, and we have to do our best to be able to pivot to where demand is going to be.
Speaker #6: And as far as vehicle programs, remember, with the product cycle that the industry has, some of these decisions were made years ago. And we have to do our best to be able to pivot to where demand is going to be.
Speaker #6: And I think if you look at this management team and what it's accomplished over the last several years, in the midst of a lot of uncertainty, I think we've got what it takes to be able to respond and meet the consumer where they are as they continue to evolve.
Paul Jacobson: I think if you look at this management team and what it's accomplished over the last several years in the midst of a lot of uncertainty, I think, I think we've got what it takes to be able to respond and meet the consumer where they are as, as they continue to evolve.
I think if you look at this management team and what it's accomplished over the last several years in the midst of a lot of uncertainty, I think, I think we've got what it takes to be able to respond and meet the consumer where they are as, as they continue to evolve.
Speaker #4: Great, thank
Operator: Great. Thank you.
Dan Levy: Great. Thank you.
Speaker #4: you. Thank
Speaker #1: You. Our next question comes from Michael Ward with Citigroup. Your line is open.
Operator: Thank you. Our next question comes from Michael Ward with Citigroup. Your line is open.
Operator: Thank you. Our next question comes from Michael Ward with Citigroup. Your line is open.
Speaker #7: Thanks very much. Good morning, everyone. Two things. First, on—
Michael Ward: Thanks very much. Good morning, everyone. Two things. First on the inventory. You see the impact on the pricing. Is that inventory discipline going to continue? And what are the implications for cash flow? Is that one of the ingredients that's adding up to the stronger than expected cash generation?
Michael Ward: Thanks very much. Good morning, everyone. Two things. First on the inventory. You see the impact on the pricing. Is that inventory discipline going to continue? And what are the implications for cash flow? Is that one of the ingredients that's adding up to the stronger than expected cash generation?
Speaker #5: Good morning.
Speaker #7: The inventory—you see the impact on the pricing. Is that inventory discipline, is that going to continue? And what are the implications for cash flow?
Speaker #7: Is that one of the ingredients that's adding up to the stronger-than-expected cash?
Speaker #5: Hey, good morning, Mike. Thanks for the question. So, on the inventory side, I think the commercial team and the production team have both done a really good job of coordinating the last few years to keep us within that targeted range of 50 to 60.
Paul Jacobson: Hey, good morning, Mike. Thanks for the question. So, you know, on the inventory side, I think, you know, the commercial team and the production team have both done a really good job of coordinating the last few years to keep us within that targeted range of 50 to 60. We had a really strong December month, which is why we ended the year at 48 days of inventory. So, you know, I think we're going to continue to balance that where it is. I don't think there's a big buildup contemplated. In fact, you know, with the transition to the new truck, we'll lose some production as well. But overall, I think it's that discipline that has really helped us to drive much more consistency in our cash generation going forward.
Paul Jacobson: Hey, good morning, Mike. Thanks for the question. So, you know, on the inventory side, I think, you know, the commercial team and the production team have both done a really good job of coordinating the last few years to keep us within that targeted range of 50 to 60. We had a really strong December month, which is why we ended the year at 48 days of inventory. So, you know, I think we're going to continue to balance that where it is. I don't think there's a big buildup contemplated. In fact, you know, with the transition to the new truck, we'll lose some production as well. But overall, I think it's that discipline that has really helped us to drive much more consistency in our cash generation going forward.
Speaker #5: We had a really strong December month, which is why we ended the year at 48 days of inventory. So, I think we're going to continue to balance that where it is.
Speaker #5: I don't think there's a big buildup contemplated. In fact, with the transition to the new truck, we'll lose some production as well. But overall, I think it's that discipline that has really helped us to drive much, much more consistency in our cash generation going forward.
Speaker #5: So, we're not banking on any significant inventory builds, although it is an opportunity—potentially—to get back into that 50- to 60-day range.
Paul Jacobson: So we're not banking on any significant inventory builds, although it is an opportunity potentially to get back into that 50- to 60-day range.
So we're not banking on any significant inventory builds, although it is an opportunity potentially to get back into that 50- to 60-day range.
Speaker #7: And then on the announcement by the industrial bank, and I think FDIC approval the other day, that seems like a bigger deal than just on the outset as it relates to cost of capital for GM Financial.
Michael Ward: And then on the-- this announcement by the industrial bank, and I think FDIC approval the other day, that seems like a bigger deal than it just on the outset, as it relates to cost of capital for GM Financial. How much can you save, from just a cost standpoint of capital on that?
Michael Ward: And then on the-- this announcement by the industrial bank, and I think FDIC approval the other day, that seems like a bigger deal than it just on the outset, as it relates to cost of capital for GM Financial. How much can you save, from just a cost standpoint of capital on that?
Speaker #7: How much can you save from just a cost standpoint of capital on
Speaker #7: that? Yeah,
Paul Jacobson: Yeah, I'll start and then I'll let Susan chime in as well. But, you know, this is really a great achievement and one that, you know, candidly, probably should have been approved, a few years ago as we went through that.
Paul Jacobson: Yeah, I'll start and then I'll let Susan chime in as well. But, you know, this is really a great achievement and one that, you know, candidly, probably should have been approved, a few years ago as we went through that.
Speaker #5: I'll start, and then I'll let Susan chime in as well. But this is really a great achievement, and one that, candidly, probably should have been approved a few years ago as we went through that.
Speaker #5: But the perseverance of the team to get that through provides yet another opportunity to drive capital in an efficient way for us. It'll take some time, but Susan, I'll let you comment on anything you want to add.
Michael Ward: Yeah.
Michael Ward: Yeah.
Paul Jacobson: But, you know, the perseverance of the team to get that through provides yet another opportunity to drive capital in an efficient way for us. It'll take some time, but Susan, I'll let you comment on anything you want to add.
Paul Jacobson: But, you know, the perseverance of the team to get that through provides yet another opportunity to drive capital in an efficient way for us. It'll take some time, but Susan, I'll let you comment on anything you want to add.
Speaker #8: Yeah, thanks, Paul, and thanks for the question. Very excited to have the conditional approval and get the industrial bank up and running. And as Paul said, this is going to be complementary to our funding platform, and it will allow us to offer depository products in another source of funding to help us bring down the cost of funds somewhat.
Mary Barra: Yeah, thanks, Paul, and thanks for the question. I'm very excited to have the conditional approval and get the industrial bank up and running. And as Paul said, you know, this is going to be complementary to our funding platform, and it will allow us to offer depository products and another source of funding to help us bring down the cost of funds somewhat. They are high yield savings account and broker deposits, so, as it gets up and running, again, complementary to our footprint, it's not going to replace how we fund the business, but will be complementary to it and allow us to bring down the cost of funds, in the basis points over time and on our debt complex, you know, that's a meaningful move.
Mary Barra: Yeah, thanks, Paul, and thanks for the question. I'm very excited to have the conditional approval and get the industrial bank up and running. And as Paul said, you know, this is going to be complementary to our funding platform, and it will allow us to offer depository products and another source of funding to help us bring down the cost of funds somewhat. They are high yield savings account and broker deposits, so, as it gets up and running, again, complementary to our footprint, it's not going to replace how we fund the business, but will be complementary to it and allow us to bring down the cost of funds, in the basis points over time and on our debt complex, you know, that's a meaningful move.
Speaker #8: They are high-yield savings accounts and broker deposits. So, as it gets up and running, again, complementary to our footprint, it's not going to replace how we fund the business, but will be complementary to it and allow us to bring down the cost of funds in the basis points over time and on our debt complex.
Speaker #8: That's a meaningful move.
Speaker #7: Meaningful, like 100 basis points? Is that the type of meaningful move we're talking about?
Michael Ward: Meaningful, like 100 basis points? Is that the type of meaningful move you're talking about?
Michael Ward: Meaningful, like 100 basis points? Is that the type of meaningful move you're talking about?
Mary Barra: Yeah, probably not that much. It just depends on the rate environment, but it's going to help us be more competitive.
Mary Barra: Yeah, probably not that much. It just depends on the rate environment, but it's going to help us be more competitive.
Speaker #8: Yeah, probably not that much. It just depends on the rate environment, but it's going to help us be more—
Speaker #8: Yeah, probably not that much. It just depends on the rate environment, but it's going to help us be more competitive. Thank you very
Speaker #8: Yeah, probably not that much. It just depends on the rate environment, but it's going to help us be more competitive. Thank you very
Michael Ward: Thank you very much.
Michael Ward: Thank you very much.
Speaker #7: much. Thank you.
Mary Barra: Mm-hmm.
Mary Barra: Mm-hmm.
Operator: Thank you. Our next question comes from Joseph Spak with UBS. Your line is open.
Operator: Thank you. Our next question comes from Joseph Spak with UBS. Your line is open.
Speaker #1: Our next question comes from Joe Speck with UBS. Your line is
Speaker #1: open. Thank
Speaker #9: Good morning, everyone. First, I guess, bigger picture, Mary, I wanted to go back to some of your comments on portfolio, and you mentioned hybrids.
Michael Ward: Thank you. Good morning, everyone.
Joseph Spak: Thank you. Good morning, everyone.
Joseph Spak: ...First, just I guess, bigger picture, Mary, I wanted to go back to some of your comments on, on portfolio, and you mentioned hybrids. I mean, that's a pretty broad term nowadays with, you know, traditional plug-ins and eRev. So I was wondering if you could maybe shed a little bit more light on how you're seeing that portfolio evolving. And then is that considered in the $10 to 12 billion CapEx you've guided for, for the next couple of years? And I guess, most importantly, you know, powertrain, I think, is going to be part of the consumer decision, but, you know, the features in the car are seemingly becoming more important, and you're sort of highlighting that with some of the Super Cruise and other software.
...First, just I guess, bigger picture, Mary, I wanted to go back to some of your comments on, on portfolio, and you mentioned hybrids. I mean, that's a pretty broad term nowadays with, you know, traditional plug-ins and eRev. So I was wondering if you could maybe shed a little bit more light on how you're seeing that portfolio evolving. And then is that considered in the $10 to 12 billion CapEx you've guided for, for the next couple of years? And I guess, most importantly, you know, powertrain, I think, is going to be part of the consumer decision, but, you know, the features in the car are seemingly becoming more important, and you're sort of highlighting that with some of the Super Cruise and other software.
Speaker #9: I mean, that's a pretty broad term nowadays with traditional plug-ins and EREVs, so I was wondering if you could maybe shed a little bit more light on how you're seeing that portfolio evolving.
Speaker #9: And then is that considered in the 10 to 12 billion CapEx you've guided through for the next couple of years? And I guess most importantly, yes, powertrain, I think, is going to be part of the consumer decision, but the features in the car are seemingly becoming more important than your sort of highlighting that with some of the supercruise and other software.
Speaker #9: So will all these vehicles be able to use that next-gen architecture you showed that I think is supposed to launch in '28?
Joseph Spak: So will all these vehicles be able to use that, that next gen architecture you showed that I think is supposed to launch in 2028?
So will all these vehicles be able to use that, that next gen architecture you showed that I think is supposed to launch in 2028?
Speaker #10: Sure. Joe, that's a lot packed into that question, but first of all, any products that I've talked about are comprehended in the $10 to $12 billion capital.
Mary Barra: Sure. Joe, a lot packed into that question, but first of all, any products that I've talked about are comprehended in the $10 to 12 billion capital. So yes, at SDV, our next-generation software-defined platform and Super Cruise will be available across both ICE and EV platforms. And from a hybrid perspective, again, we're looking at where the segments are that there's the most demand for hybrids that are important from our total portfolio. So I'm not going to give you any specifics other than, you know, we're looking at a segment-by-segment for what we feel that we need to have to make sure we compete. And I'll just reiterate that we're, you know, in the last four years, even as others have brought on hybrids, we're still growing share.
Mary Barra: Sure. Joe, a lot packed into that question, but first of all, any products that I've talked about are comprehended in the $10 to 12 billion capital. So yes, at SDV, our next-generation software-defined platform and Super Cruise will be available across both ICE and EV platforms. And from a hybrid perspective, again, we're looking at where the segments are that there's the most demand for hybrids that are important from our total portfolio. So I'm not going to give you any specifics other than, you know, we're looking at a segment-by-segment for what we feel that we need to have to make sure we compete. And I'll just reiterate that we're, you know, in the last four years, even as others have brought on hybrids, we're still growing share.
Speaker #10: So yes, SDB, our next-generation software-defined platform, and Super Cruise will be available across both ICE and EV platforms. And from a hybrid perspective, again, we're looking at where the segments are that there's the most demand for hybrids that are important from our total portfolio.
Speaker #10: So I'm not going to give you any specifics other than we're looking at a segment-by-segment for what we feel that we need to have to make sure we compete.
Speaker #10: And I'll just reiterate that we're in the last four years, even as others have brought on hybrids, we're still growing share. And that, I think, just indicates that we have the right product portfolio.
Mary Barra: That I think just indicates that we have the right product portfolio. Lastly, I just want to comment, you're absolutely right. You know, the propulsion system of the vehicle is one distinguisher, but people are looking for their vehicle to do more, and that's where I think we also are going to be distinguishing ourselves as a full line OEM that's been around for a while, able to have a very modern electrical architecture that will then be the foundation for offering more services, you know, AI assistance, as well as continuing to grow Super Cruise and into our eyes-off, hands-off that we've announced for 2028.
That I think just indicates that we have the right product portfolio. Lastly, I just want to comment, you're absolutely right. You know, the propulsion system of the vehicle is one distinguisher, but people are looking for their vehicle to do more, and that's where I think we also are going to be distinguishing ourselves as a full line OEM that's been around for a while, able to have a very modern electrical architecture that will then be the foundation for offering more services, you know, AI assistance, as well as continuing to grow Super Cruise and into our eyes-off, hands-off that we've announced for 2028.
Speaker #10: So, and lastly, I just want to comment: you're absolutely right. The propulsion system of the vehicle is one distinguisher, but people are looking for their vehicle to do more.
Speaker #10: And that's where I think we also are going to be distinguishing ourselves as a full-line OEM that's been around for a while able to have a very modern electrical architecture that will then be the foundation for offering more services: AI assistance as well as continuing to grow supercruise and into our eyes-off, hands-off that we've announced for 2028.
Speaker #10: So I feel very confident that this is going to be another area where GM distinguishes itself from others with what we have planned and what we'll be rolling out.
Mary Barra: So I feel very confident that this is going to be another area where GM distinguishes itself from others with what we have planned and what we'll be rolling out. And the team is excited and is on track.
So I feel very confident that this is going to be another area where GM distinguishes itself from others with what we have planned and what we'll be rolling out. And the team is excited and is on track.
Speaker #10: And the team is excited, and it's on track.
Speaker #9: Thanks. And then, Paul, I just wondered if we could unpack the billion-to-billion-and-a-half in onshoring and software expense. And is there any way we should think about the split between that?
Joseph Spak: Thanks. Then Paul, I just wondered if we could unpack the $1 billion to 1.5 billion in onshoring and software expense. And is there any way we should think about the split between that? Because, and please correct me if I'm wrong in thinking about this, but I imagine the software expense portion of that is ongoing and may even grow over time in line with what we just talked about. But the cost really in the startup, the onshoring, I would think of as more as temporary, and maybe there's some relief as we think beyond 2026. Is that, is that right?
Joseph Spak: Thanks. Then Paul, I just wondered if we could unpack the $1 billion to 1.5 billion in onshoring and software expense. And is there any way we should think about the split between that? Because, and please correct me if I'm wrong in thinking about this, but I imagine the software expense portion of that is ongoing and may even grow over time in line with what we just talked about. But the cost really in the startup, the onshoring, I would think of as more as temporary, and maybe there's some relief as we think beyond 2026. Is that, is that right?
Speaker #9: Because—and please correct me if I'm wrong—and think about this, but I imagine the software expense portion of that is ongoing and may even grow over time in line with what we just talked about.
Speaker #9: But the cost really, in the startup—the onshoring—I would think of as more temporary, and maybe there's some relief as we think beyond '26.
Speaker #9: Is that
Speaker #9: right? Yeah, thanks, Joe.
Paul Jacobson: Yeah. Thanks, Joe. I would probably split them about 50/50, as we're thinking about it going forward. Obviously, the ramp-up costs of the onshoring will be offset, as they go into production into the future. So there's a little bit of an offset there. And then, you know, certainly on the software side, we're continuing to invest in those technologists and those programmers to be able to get where we need to go on SDV 2.0 and on autonomy and ultimately Super Cruise enhancements going forward. So, I'd split them about 50/50. It'll vary over time, but that's the way we're thinking about it.
Paul Jacobson: Yeah. Thanks, Joe. I would probably split them about 50/50, as we're thinking about it going forward. Obviously, the ramp-up costs of the onshoring will be offset, as they go into production into the future. So there's a little bit of an offset there. And then, you know, certainly on the software side, we're continuing to invest in those technologists and those programmers to be able to get where we need to go on SDV 2.0 and on autonomy and ultimately Super Cruise enhancements going forward. So, I'd split them about 50/50. It'll vary over time, but that's the way we're thinking about it.
Speaker #5: I would probably split them about 50/50 as we're thinking about it going forward. Obviously, the ramp-up costs of the onshoring will be offset as they go into production into the future.
Speaker #5: offset there. And then certainly on So there's a little bit of an the software side, we're continuing to invest in those technologists and those programmers to be able to get where we need to go on SDV 2.0 and on autonomy and ultimately supercruise enhancements going forward.
Speaker #5: So I'd split them about 50/50. It'll vary over time, but that's the way we're thinking about it.
Speaker #9: Thank you.
Joseph Spak: Thank you.
Joseph Spak: Thank you.
Operator: Thank you. Our next question comes from Andrew Percoco with Morgan Stanley. Your line is open.
Operator: Thank you. Our next question comes from Andrew Percoco with Morgan Stanley. Your line is open.
Speaker #1: Thank you. Our next question comes from Andrew Prococo with Morgan Stanley. Your line is open.
Speaker #1: open. Great.
Itay Michaeli: Great. Thanks so much. Good morning, everyone. Thanks for taking the question. I want to start on the tariff disclosure, the $3 to 4 billion gross tariff cost for 2026. It sounds like you're assuming the lower South Korea tariff in that assumption. Can you maybe just talk to... I know it's, you know, obviously overnight, some headlines that it might be going back to 25%. What would that mean for you? And then maybe just remind us what you're doing in terms of tariff mitigation for 2026. I think you talked about 35% offset for 2025. Wondering if that's, you know, a similar range for 2026, and maybe what some of the moving pieces are to get you there.
Andrew Percoco: Great. Thanks so much. Good morning, everyone. Thanks for taking the question. I want to start on the tariff disclosure, the $3 to 4 billion gross tariff cost for 2026. It sounds like you're assuming the lower South Korea tariff in that assumption. Can you maybe just talk to... I know it's, you know, obviously overnight, some headlines that it might be going back to 25%. What would that mean for you? And then maybe just remind us what you're doing in terms of tariff mitigation for 2026. I think you talked about 35% offset for 2025. Wondering if that's, you know, a similar range for 2026, and maybe what some of the moving pieces are to get you there.
Speaker #9: Thanks so much. Good morning, everyone. Thanks for taking the question. I want to start on the tariff disclosure, the 3 to 4 billion gross tariff cost for 2026.
Speaker #9: It sounds like you're assuming the lower South Korea tariff in that assumption. Can you maybe just talk to—I know it's obviously overnight, some headlines that it might be going back to 25%.
Speaker #9: What would that mean for you? And then maybe just remind us what you're doing in terms of tariff mitigation for 2026. I think you talked about 35% offset for 2025.
Speaker #9: Wondering if that's a similar range for 2026 and maybe what some of the moving pieces are to get you there.
Speaker #10: Well, I'll start and then turn it over to Paul for some of the specifics, but we are encouraging and hopeful that the countries will get the regulatory approvals or legal approvals in their country to put into place the deal that was actually negotiated and agreed to in October.
Mary Barra: Well, I'll start and then turn it over to Paul for some of the specifics. But, you know, we are encouraging and hopeful that the countries will get the regulatory approvals, or legal approvals in their country to put into place the deal that was actually negotiated and agreed to in October. As Paul indicated in our guidance, it is we assumed 15%, and if there are, you know, if there's a period of time where it's not 15%, that's going to be something, a headwind that we'll work to offset. Paul, if you want to get into some of the specifics.
Mary Barra: Well, I'll start and then turn it over to Paul for some of the specifics. But, you know, we are encouraging and hopeful that the countries will get the regulatory approvals, or legal approvals in their country to put into place the deal that was actually negotiated and agreed to in October. As Paul indicated in our guidance, it is we assumed 15%, and if there are, you know, if there's a period of time where it's not 15%, that's going to be something, a headwind that we'll work to offset. Paul, if you want to get into some of the specifics.
Speaker #10: As Paul indicated in our guidance, it is—we assume 15%. And if there are—if there's a period of time where it's not 15%, that's going to be something ahead when that will work to offset.
Speaker #10: Paul, if you want to get into some of the
Speaker #5: Yeah. So thanks for the question, Andrew. The offset, the self-help provisions, just as a reminder, we talked about go-to-market. We talked about manufacturing footprint changes.
Paul Jacobson: Yeah. So, thanks for the question, Andrew. You know, the offset, the self-help provisions, just as a reminder, you know, we talked about go to market, we talked about manufacturing footprint changes, and we talked about fixed cost reductions. Obviously, you know, for Joe's question that we just went through, there's some fixed cost pressure that's new, with the manufacturing additions that we'll take on in 2026. That'll obviously lead to significant offsets in 2027 as we begin to onshore production. But in 2026, it's really a lot of the annualization of what we've done. So, you know, with the go-to-market and then the fixed cost reductions, we'll get an annualization benefit in 2026.
Paul Jacobson: Yeah. So, thanks for the question, Andrew. You know, the offset, the self-help provisions, just as a reminder, you know, we talked about go to market, we talked about manufacturing footprint changes, and we talked about fixed cost reductions. Obviously, you know, for Joe's question that we just went through, there's some fixed cost pressure that's new, with the manufacturing additions that we'll take on in 2026. That'll obviously lead to significant offsets in 2027 as we begin to onshore production. But in 2026, it's really a lot of the annualization of what we've done. So, you know, with the go-to-market and then the fixed cost reductions, we'll get an annualization benefit in 2026.
Speaker #5: And we talked about fixed cost reductions. Obviously, per Joe's question that we just went through, there's some fixed cost pressure that's new with the manufacturing additions that will take on in '26.
Speaker #5: That'll obviously lead to significant offsets in 2027 as we begin to onshore production. But in '26, it's really a lot of the annualization of what we've done.
Speaker #5: So with the go-to-market, and then the fixed cost reductions, we'll get an annualization benefit in '26. So we should end up at a position where our net tariffs are actually lower in '26 than they were in 2025.
Paul Jacobson: So we should end up at a position where our net tariffs are actually lower in 2026 than they were in 2025. So that, that equates to, you know, slightly more than the 40% offset just from that annualization.
So we should end up at a position where our net tariffs are actually lower in 2026 than they were in 2025. So that, that equates to, you know, slightly more than the 40% offset just from that annualization.
Speaker #5: So that equates to slightly more than the 40% offset just from that.
Speaker #5: annualization. Got it.
Itay Michaeli: ... Got it. Okay, that's super helpful. And then maybe just coming back to Super Cruise, you mentioned expanding that into some international markets. Can you just remind us what regulatory approvals are needed to do that? And also, you know, from a functionality standpoint, can you maybe just give us a roadmap for what improvements consumers might expect to see going forward, whether that be point-to-point? Just kind of wondering what the progression of that looks like over the next few years before you get to full eyes-off, hands-off, L3, with that next gen platform. Thank you.
Andrew Percoco: ... Got it. Okay, that's super helpful. And then maybe just coming back to Super Cruise, you mentioned expanding that into some international markets. Can you just remind us what regulatory approvals are needed to do that? And also, you know, from a functionality standpoint, can you maybe just give us a roadmap for what improvements consumers might expect to see going forward, whether that be point-to-point? Just kind of wondering what the progression of that looks like over the next few years before you get to full eyes-off, hands-off, L3, with that next gen platform. Thank you.
Speaker #9: Okay, that's super helpful. And then maybe just coming back to Super Cruise—you mentioned expanding that into some international markets. Can you just remind us, maybe, what regulatory approvals are needed to do that?
Speaker #9: And also, from a functionality standpoint, can you maybe just give us a roadmap for what improvements consumers might expect to see going forward, whether that be point-to-point? Just kind of wondering what the progression of that looks like over the next few years before you get to full eyes-off, hands-off L3 with that next-gen platform.
Speaker #9: Thank
Speaker #9: you. Oh, Andrew, we can get you
Mary Barra: So Andrew, we can get you the specific. We have a roadmap that we're working to, where we continue to expand and add more features that we haven't announced yet, so stay tuned on that. And as to the regulatory specifics, I think I don't have them top of mind, but I know the team is working and the rollout is planned, and I don't think there's any barriers for stopping the global expansion that we have of Super Cruise.
Mary Barra: So Andrew, we can get you the specific. We have a roadmap that we're working to, where we continue to expand and add more features that we haven't announced yet, so stay tuned on that. And as to the regulatory specifics, I think I don't have them top of mind, but I know the team is working and the rollout is planned, and I don't think there's any barriers for stopping the global expansion that we have of Super Cruise.
Speaker #10: The specific—we have a roadmap that we're working to, where we continue to expand and add more features that we haven't announced yet. So, stay tuned on that.
Speaker #10: And as to the regulatory specifics, I think I don't have them top of mind, but I know the team is working and the rollout is planned, and I don't think there's any barriers for stopping the global expansion that we have of Super Cruise.
Speaker #9: Great. Thank
Itay Michaeli: Great, thank you.
Andrew Percoco: Great, thank you.
Speaker #9: you. Thank you.
Operator: Thank you. Our next question comes from James Picariello with BNP Paribas. Your line is open.
Operator: Thank you. Our next question comes from James Picariello with BNP Paribas. Your line is open.
Speaker #1: Our next question comes from James Piccarello with BNP Paribas. Your line is open.
Speaker #11: Hi, everybody. Just have a question first on the GM North America margin range of 8 to 10%. I mean, that clearly embeds a pretty sizable step up, and you have the 14 billion midpoint guide for the total company.
James Picariello: Hi, everybody. Just have a question first on the GM North America margin range of 8% to 10%. I mean, that you know clearly embeds a pretty sizable step up, and you have the $14 billion midpoint guide for the total company. Just want to, you know, address the moving pieces there as to how we get to that range, yet still only have, you know, total company at the $14 billion. I guess what my model is currently saying is, if I get to 8% to 10% for GM North America, even at the low end, it would imply, you know, higher overall than EBIT. So any clarity there would be great. Thank you.
James Picariello: Hi, everybody. Just have a question first on the GM North America margin range of 8% to 10%. I mean, that you know clearly embeds a pretty sizable step up, and you have the $14 billion midpoint guide for the total company. Just want to, you know, address the moving pieces there as to how we get to that range, yet still only have, you know, total company at the $14 billion. I guess what my model is currently saying is, if I get to 8% to 10% for GM North America, even at the low end, it would imply, you know, higher overall than EBIT. So any clarity there would be great. Thank you.
Speaker #11: Just want to address the moving pieces there as to how we get to that range yet. Still only have total company at the 14 billion.
Speaker #11: I guess what my model is currently saying is, if I get to 8 to 10% for GM North America, even at the low end, it would imply higher overall beneath it.
Speaker #11: So any clarity there would be great. Thank you.
Speaker #11: So any clarity there would be great. Thank you. Yeah.
Paul Jacobson: Yeah, thanks, James. Excuse me, sorry. We're incredibly proud of the work that the North America team is doing to, you know, continue to drive back to that 8 to 10% margins. Many of the tailwinds that we mentioned in the prepared remarks about improved EV profitability, improved warranty expense, regulatory costs, all benefit North America. So you know, it's a journey that I think is ahead of where investors were. And, you know, we've worked hard to try to make sure that we can deliver that in 2026, and I think our guidance reflects the confidence that we'll be able to do that.
Paul Jacobson: Yeah, thanks, James. Excuse me, sorry. We're incredibly proud of the work that the North America team is doing to, you know, continue to drive back to that 8 to 10% margins. Many of the tailwinds that we mentioned in the prepared remarks about improved EV profitability, improved warranty expense, regulatory costs, all benefit North America. So you know, it's a journey that I think is ahead of where investors were. And, you know, we've worked hard to try to make sure that we can deliver that in 2026, and I think our guidance reflects the confidence that we'll be able to do that.
Speaker #5: Thanks, James. Excuse me. Sorry. We're incredibly proud of the work that the North America team is doing to continue to drive back to that 8 to 10% margins.
Speaker #5: Many of the tailwinds that we mentioned in the prepared remarks about improved EV profitability, improved warranty expense, regulatory costs, all benefit North America. So it's a journey that I think is ahead of where investors were.
Speaker #5: And we've worked hard to try to make sure that we can deliver that in 2026. And I think our guidance reflects the confidence that we'll be able to do that.
Paul Jacobson: You know, obviously a lot of things going on in the world internationally and, with the work that the China team has done, that kind of disrupts a little bit of the balance that we've seen historically. But overall, we think it's a good start to the year, in terms of laying out these expectations, and we're set to go get them.
Speaker #5: Obviously, a lot of things going on in the world internationally, and with the work that the China team has done, that kind of disrupts a little bit of the balance that we've seen historically.
You know, obviously a lot of things going on in the world internationally and, with the work that the China team has done, that kind of disrupts a little bit of the balance that we've seen historically. But overall, we think it's a good start to the year, in terms of laying out these expectations, and we're set to go get them.
Speaker #5: But overall, we think it's a good start to the year in terms of laying out these expectations. And we're set to go get
Speaker #11: Yep. Understood. And then just my
James Picariello: Yep, understood. And then just my follow-up is on GM's memory chip supply and just an understanding of, you know, how much of this year's supply is already locked in, and is pricing, you know, also predominantly locked in for the year? Thank you.
James Picariello: Yep, understood. And then just my follow-up is on GM's memory chip supply and just an understanding of, you know, how much of this year's supply is already locked in, and is pricing, you know, also predominantly locked in for the year? Thank you.
Speaker #11: Follow-up is on them. GM's memory chip supply, and just an understanding of how much of this year's supply is already locked in, and is pricing also predominantly locked in for the year.
Speaker #11: Thank you.
Speaker #10: Well, we shared that between commodities, DRAM, and FX, we see a headwind of $1 billion to $1.5 billion. We're not breaking that out specifically.
Mary Barra: Well, well, we shared that between commodities, DRAM and FX, you know, we see a headwind of $1 billion to $1.5 billion. We're not breaking that out specifically. I would say, you know, the team is actively working from a memory chip perspective. And as of now, we don't see any issues that are going to impact our ability to produce. I think you've seen us over the last couple of years, even going back to the semiconductor shortage, to see how the team works and gets ahead of these. And so that's obviously ongoing work the team is doing, but as of now, we don't see anything that's going to create an issue for us there.
Mary Barra: Well, well, we shared that between commodities, DRAM and FX, you know, we see a headwind of $1 billion to $1.5 billion. We're not breaking that out specifically. I would say, you know, the team is actively working from a memory chip perspective. And as of now, we don't see any issues that are going to impact our ability to produce. I think you've seen us over the last couple of years, even going back to the semiconductor shortage, to see how the team works and gets ahead of these. And so that's obviously ongoing work the team is doing, but as of now, we don't see anything that's going to create an issue for us there.
Speaker #10: I would say the team is actively working from a memory chip perspective and as of now, we don't see any issues that are going to impact our ability to produce.
Speaker #10: I think you've seen us over the last couple of years even going back to the semiconductor shortage to see how the team works and gets ahead of these.
Speaker #10: And so that's obviously ongoing work the team is doing. But as of now, we don't see anything that's going to create an issue for us there.
Speaker #11: Thanks.
James Picariello: Thanks.
James Picariello: Thanks.
Speaker #1: Thank you. Our next question comes from Isai Micheli with TD Cowen. Your line is open.
Operator: Thank you. Our next question comes from Itay Michaeli with TD Cowen. Your line is open.
Operator: Thank you. Our next question comes from Itay Michaeli with TD Cowen. Your line is open.
Speaker #4: Great, thank you. Good morning, everyone. Just first, a question on the full-size pickup launch this year. I'm curious kind of what's embedded into the guide at a high level.
Itay Michaeli: Great, thank you. Good morning, everyone. Just first, a question on the full-size pickup launch this year. I'm curious kind of what's embedded into the guide at a high level. I know, Paul, you mentioned some downtime. I don't know if you're able to clarify that or quantify that. And should we think about some of the volume price mix impacts more later this year or more of a 2027 impact?
Itay Michaeli: Great, thank you. Good morning, everyone. Just first, a question on the full-size pickup launch this year. I'm curious kind of what's embedded into the guide at a high level. I know, Paul, you mentioned some downtime. I don't know if you're able to clarify that or quantify that. And should we think about some of the volume price mix impacts more later this year or more of a 2027 impact?
Speaker #4: I know Paul, you mentioned some downtime. I don't know if you're able to clarify that or quantify that. And should we think about some of the volume price mix impacts more later this year or more of a 2027 impact?
Speaker #5: Yeah, thanks, Isai. Obviously, we're really excited about the new trucks that are coming online. We'll obviously have to take some downtime as we retool for that.
Paul Jacobson: Yeah. Thanks, Itay. Obviously, we're really excited about the new trucks that are coming online. You know, we'll obviously have to take some downtime as we retool for that. Some of that will be able to build ahead a little to offset, but you will see that impacted in our volumes this year, overall. On the pricing, I would say it's largely going to be a 2027 tailwind, I think, going forward.
Paul Jacobson: Yeah. Thanks, Itay. Obviously, we're really excited about the new trucks that are coming online. You know, we'll obviously have to take some downtime as we retool for that. Some of that will be able to build ahead a little to offset, but you will see that impacted in our volumes this year, overall. On the pricing, I would say it's largely going to be a 2027 tailwind, I think, going forward.
Speaker #5: Some of that we'll be able to build ahead a little to offset, but you will see that impacted in our volumes this year. Overall, on the pricing, I would say it's largely going to be a 2027 tailwind, I think, going forward.
Speaker #5: And the one thing—I've shared this with a number of investors—that the historical norm of a giant pop in price for a model year really doesn't hold in this environment, where pricing has held up on the later years of the model run going forward.
Paul Jacobson: And, you know, the one thing I've shared this with a number of investors, that, you know, the historical norm of a giant pop in, in price, for a model year really doesn't hold in this environment, where pricing has held up on the, on the later years of the, of the model run, going forward. So obviously, in the low inventory, low incentive world that we've seen, we haven't seen the typical pricing heuristic, where we see a lot of pricing erosion, at the end of a production run.
And, you know, the one thing I've shared this with a number of investors, that, you know, the historical norm of a giant pop in, in price, for a model year really doesn't hold in this environment, where pricing has held up on the, on the later years of the, of the model run, going forward. So obviously, in the low inventory, low incentive world that we've seen, we haven't seen the typical pricing heuristic, where we see a lot of pricing erosion, at the end of a production run.
Speaker #5: So obviously, in the low-inventory, low-incentive world that we've seen, we haven't seen the typical pricing heuristic where we see a lot of pricing erosion at the end of a production run.
Speaker #5: So we're not expecting to see a giant pop in prices, but this is an opportunity to deliver more value, and we're confident that when the new trucks come out, we're going to continue to drive the type of share momentum and pricing discipline that we've seen over the past several
Paul Jacobson: We're not expecting to see a giant pop in prices, but, you know, this is an opportunity to deliver more value, and we're confident that when the new trucks come out, we're gonna continue to drive the type of share momentum and pricing discipline that we've seen over the past several years.
We're not expecting to see a giant pop in prices, but, you know, this is an opportunity to deliver more value, and we're confident that when the new trucks come out, we're gonna continue to drive the type of share momentum and pricing discipline that we've seen over the past several years.
Speaker #5: years. Perfect.
James Picariello: Great, that's very helpful. As a quick follow-up, I was hoping you could check kind of at a high level what you're assuming, you know, the declines in EV volume this year, how much of that could translate to incremental ICE demand for GM? And kind of how does that affect your inventory and kind of wholesale volume planning throughout the year?
Itay Michaeli: Great, that's very helpful. As a quick follow-up, I was hoping you could check kind of at a high level what you're assuming, you know, the declines in EV volume this year, how much of that could translate to incremental ICE demand for GM? And kind of how does that affect your inventory and kind of wholesale volume planning throughout the year?
Speaker #4: That's very helpful. As a quick follow-up, I was hoping you can share kind of at a high level what you're assuming the declines in EV volume this year, how much of that could translate to incremental ICE demand for GM, and kind of how does that affect your inventory and kind of wholesale volume planning throughout the year?
Speaker #4: That's very helpful. As a quick follow-up, I was hoping you can share kind of at a high level what you're assuming the declines in EV volume this year, how much of that could translate to incremental ICE demand for GM, and kind of how does that affect your inventory and kind of wholesale volume planning throughout the year?
Speaker #10: Well, Isai is a great question. I don't think anyone really knows what the steady-state EV demand will be in this new environment. I think we're still seeing we saw a fairly substantial pull ahead before the consumer credit went away.
Mary Barra: ... It is a great question. I don't think anyone really knows what the steady state EV demand will be in this new environment. I think we're still seeing, you know, we saw a fairly substantial pull ahead before the consumer credit went away. And so we're and looking at other geographies that had EV incentives and then took it away, it literally was six months before we really started to understand what steady state would be. Having said that, you know, we're looking across all aspects of where we can have additional volume polarity, and so the fact that we ended the year with a lower inventory, below the 50 to 60 days. So we're gonna continue to look at where are the opportunities to get more.
Mary Barra: ... It is a great question. I don't think anyone really knows what the steady state EV demand will be in this new environment. I think we're still seeing, you know, we saw a fairly substantial pull ahead before the consumer credit went away. And so we're and looking at other geographies that had EV incentives and then took it away, it literally was six months before we really started to understand what steady state would be. Having said that, you know, we're looking across all aspects of where we can have additional volume polarity, and so the fact that we ended the year with a lower inventory, below the 50 to 60 days. So we're gonna continue to look at where are the opportunities to get more.
Speaker #10: And so looking at other geographies that had EV incentives and then took it away, it literally was six months before we really started to understand what steady-state would be.
Speaker #10: Having said that, we're looking across all aspects of where we can have additional volume, partly to answer the fact that we ended the year with a lower inventory—below the 50 to 60 days.
Speaker #10: So we're going to continue to look at where the opportunity is to get more. With the full-size truck downtime, we're pretty tight, but the team usually does a great job of pulling out more production when it's needed.
Mary Barra: With the full-size truck downtime, we're pretty tight, but the team usually does a great job of pulling out more production when it's needed. As an old manufacturing person, those are the challenges that you love to have. So, again, we're gonna see where the EV market is, and then we're gonna maximize as much as we can from an internal combustion engine perspective.
With the full-size truck downtime, we're pretty tight, but the team usually does a great job of pulling out more production when it's needed. As an old manufacturing person, those are the challenges that you love to have. So, again, we're gonna see where the EV market is, and then we're gonna maximize as much as we can from an internal combustion engine perspective.
Speaker #10: As an old manufacturing person, those are the challenges that you love to have. So again, we're going to see where the EV market is, and then we're going to maximize as much as we can from an internal combustion engine
Speaker #10: perspective. That's very helpful.
Emmanuel Rosner: That's very helpful. Appreciate that. Thank you.
Itay Michaeli: That's very helpful. Appreciate that. Thank you.
Speaker #4: Appreciate that. Thank you.
Speaker #1: Thank you. Our next question comes from Colin Langen with Wells Fargo. Your line is open.
Operator: Thank you. Our next question comes from Colin Langan with Wells Fargo. Your line is open.
Operator: Thank you. Our next question comes from Colin Langan with Wells Fargo. Your line is open.
Speaker #1: open. Oh, great.
David Brown: Oh, great! Thanks for taking my question. If I look at the quantified puts and takes in the guidance, they kind of net out. So what is actually driving the expected increase? There's a slight increase in pricing, and then is the rest volume? Because I thought your commentary said ICE volume flat to slightly up. So what is the gap to kind of drive numbers up year-over-year?
Colin Langan: Oh, great! Thanks for taking my question. If I look at the quantified puts and takes in the guidance, they kind of net out. So what is actually driving the expected increase? There's a slight increase in pricing, and then is the rest volume? Because I thought your commentary said ICE volume flat to slightly up. So what is the gap to kind of drive numbers up year-over-year?
Speaker #11: Thanks for taking my questions. If I look at the quantified puts and takes in the guidance, they kind of net out. So, what is actually driving the expected increase?
Speaker #11: There's a slight increase in pricing. And then is the rest volume? Because I thought your commentary said ICE volume flat to slightly up. So what is the gap to kind of drive numbers up year over year?
Speaker #5: Yeah, so good morning, Colin. Thanks for the question. We tried to do a good job of laying out sort of the key headwinds and tailwinds, but when we lay all of that out together, we actually see some upside coming through on that.
Paul Jacobson: Yeah. So, good morning, Colin, and thanks for the question. So, you know, we, we tried to do a good job of laying out sort of the key headwinds and tailwinds, but, when we, when we lay all of that out together, we actually see, you know, some upside coming through on that. You know, some of it'll be in our ability to, to lower our net tariff exposure. Some of it will be on the regulatory side, that we expect coming in, as well. And then some of it is, you know, gonna be continued work on driving EV profitability improvement.
Paul Jacobson: Yeah. So, good morning, Colin, and thanks for the question. So, you know, we, we tried to do a good job of laying out sort of the key headwinds and tailwinds, but, when we, when we lay all of that out together, we actually see, you know, some upside coming through on that. You know, some of it'll be in our ability to, to lower our net tariff exposure. Some of it will be on the regulatory side, that we expect coming in, as well. And then some of it is, you know, gonna be continued work on driving EV profitability improvement.
Speaker #5: Some of it will be in our ability to lower our net tariff exposure. Some of it will be on the regulatory side that we expect coming in as well.
Speaker #5: And then some of it is going to be continued work on driving EV profitability improvement. So we laid out what we see on some of the fixed cost relief, but as you know, we struggled this year with sort of step down after step down after step down in EV costs that, at the end of the day, result in a lot of supplier claims that we've tried to sort of all bring together in the one-time step down.
Paul Jacobson: So we laid out what we see on some of the, the fixed cost relief, but as you know, we struggled this year with sort of step down after step down after step down in EV costs, that you know, at the end of the day, result in a lot of supplier claims that we've tried to sort of all bring together in the one-time step down. So when you look at it across the board, all of those result in what we believe is gonna be a pretty strong year-over-year improvement, as we've highlighted.
So we laid out what we see on some of the, the fixed cost relief, but as you know, we struggled this year with sort of step down after step down after step down in EV costs, that you know, at the end of the day, result in a lot of supplier claims that we've tried to sort of all bring together in the one-time step down. So when you look at it across the board, all of those result in what we believe is gonna be a pretty strong year-over-year improvement, as we've highlighted.
Speaker #5: So, when you look at it across the board, all of those result in what we believe is going to be a pretty strong year-over-year improvement, as we've highlighted.
Speaker #11: So is that a cost improvement that you're implying, outside of what's listed in the—
David Brown: So is that a cost improvement that you're implying, that outside of what's listed in the slide?
Colin Langan: So is that a cost improvement that you're implying, that outside of what's listed in the slide?
Speaker #11: slide? Well, I mean,
Paul Jacobson: Well, I mean, ultimately, when you look at the listings in the slide as what we've highlighted, it really comes down to a margin improvement on the vehicles, going forward, because we absorbed so much cost in 2025. Between that warranty, all the tailwinds that we highlighted.
Paul Jacobson: Well, I mean, ultimately, when you look at the listings in the slide as what we've highlighted, it really comes down to a margin improvement on the vehicles, going forward, because we absorbed so much cost in 2025. Between that warranty, all the tailwinds that we highlighted.
Speaker #5: Ultimately, when you look at the listings in the slide, and what we've highlighted, it really comes down to a margin improvement on the vehicles.
Speaker #5: Going forward, because we absorb so much cost in ’25, between that, warranty, all the tailwinds that we—
Speaker #5: highlighted. Got it.
David Brown: Got it. Okay. And then, you know, why you assumed last year the guidance assumed pricing down 1 to 1.5 percent. Why the optimism this year? Seemed like a little bit more conservative last year, ended up being a lot better.
Colin Langan: Got it. Okay. And then, you know, why you assumed last year the guidance assumed pricing down 1 to 1.5 percent. Why the optimism this year? Seemed like a little bit more conservative last year, ended up being a lot better.
Speaker #11: Okay. And then, why did you assume last year the guidance in pricing down one and a half percent? Why that optimism? This year seemed a little bit more conservative last year and ended up being a lot better?
Speaker #5: Well, I think last year, as we were looking through the uncertainty that we saw across the board, we didn't want to make any statements then, obviously, as we saw the year progress, we took that guide up.
Paul Jacobson: Well, you know, I think last year, as we were looking through the uncertainty that we saw across the board, we didn't want to make any statements. Then obviously, as we saw the year progress, we took that guide up. And, you know, this year, what we've assumed, as per the question from Dan at the beginning of the call, was we haven't assumed any pricing increase at all. This is just, we put in the model year 26, late in 2025. This is the annualization of that. So we're assuming that that holds, but we're not counting on any additional pricing coming through. So I wouldn't say that it is an aggressive assumption.
Paul Jacobson: Well, you know, I think last year, as we were looking through the uncertainty that we saw across the board, we didn't want to make any statements. Then obviously, as we saw the year progress, we took that guide up. And, you know, this year, what we've assumed, as per the question from Dan at the beginning of the call, was we haven't assumed any pricing increase at all. This is just, we put in the model year 26, late in 2025. This is the annualization of that. So we're assuming that that holds, but we're not counting on any additional pricing coming through. So I wouldn't say that it is an aggressive assumption.
Speaker #5: And this year, what we've assumed as per the question from Dan at the beginning of the call was we haven't assumed any pricing increase at all.
Speaker #5: This is just we put in the model year '26 late in 2025. This is the annualization of that. So we're assuming that that holds.
Speaker #5: But we're not counting on any additional pricing coming through. So I wouldn't say that it is an aggressive assumption. It just is more of a function of kind of where we see the landscape today.
Paul Jacobson: It just is more of a function of kind of where we see the landscape today.
It just is more of a function of kind of where we see the landscape today.
Speaker #11: Got it. All right. Thanks for taking my questions.
David Brown: Got it. All right, thanks for taking my questions.
Colin Langan: Got it. All right, thanks for taking my questions.
Speaker #5: Absolutely.
Speaker #5: Absolutely. Thanks. Thank you.
Paul Jacobson: Absolutely. Thanks.
Paul Jacobson: Absolutely. Thanks.
Operator: Thank you. Our next question comes from Emmanuel Rosner with Wolfe Research. Your line is open.
Operator: Thank you. Our next question comes from Emmanuel Rosner with Wolfe Research. Your line is open.
Speaker #1: Our next question comes from Emanuel Rosner with Wolf Research. Your line is open.
Speaker #1: open. Oh, great.
Emmanuel Rosner: Oh, great. Thank you. Can you talk a little bit about how you're thinking about the mixed benefits implied or assumed in this year's outlook? I know some of it is reflected in these lower EV losses that you quantified at $1 to 1.5. Is there another potential mixed benefit from optimizing ICE mix in light of the emissions deregulation or from rebuilding inventories, which were, you know, at a very lean level at the end of 2025?
Emmanuel Rosner: Oh, great. Thank you. Can you talk a little bit about how you're thinking about the mixed benefits implied or assumed in this year's outlook? I know some of it is reflected in these lower EV losses that you quantified at $1 to 1.5. Is there another potential mixed benefit from optimizing ICE mix in light of the emissions deregulation or from rebuilding inventories, which were, you know, at a very lean level at the end of 2025?
Speaker #7: Thank you. Can you talk a little bit about how you're thinking about the mixed benefits implied or assumed in the year's outlook? I know some of it is reflected in these lower EV losses that you quantified at $1 to $1.5 billion.
Speaker #7: Is there another potential mixed benefit from optimizing ICE mix in light of the emissions deregulation or from rebuilding inventories, which were at the very lean level at the end of
Speaker #7: 2025? Yeah.
Paul Jacobson: Yeah. Good morning, Emmanuel. You know, the mix, the mixed benefits, as you highlighted them, you know, we certainly are expecting, you know, EVs to probably be down for the full year, given the cessation of the consumer tax credit going forward. You know, the volumes are somewhat hampered by the transition to the new truck platform. So I'm not sure that there's a huge volume push that we're banking on, but obviously, we'll take every opportunity we can. Now, you know, without perhaps being obvious, the weather that we've seen recently has obviously impacted production, likely for everybody, given the width and the breadth of the storm going forward. So, you know, we've got-...
Paul Jacobson: Yeah. Good morning, Emmanuel. You know, the mix, the mixed benefits, as you highlighted them, you know, we certainly are expecting, you know, EVs to probably be down for the full year, given the cessation of the consumer tax credit going forward. You know, the volumes are somewhat hampered by the transition to the new truck platform. So I'm not sure that there's a huge volume push that we're banking on, but obviously, we'll take every opportunity we can. Now, you know, without perhaps being obvious, the weather that we've seen recently has obviously impacted production, likely for everybody, given the width and the breadth of the storm going forward. So, you know, we've got-...
Speaker #5: Good morning, Emanuel. The mixed benefits, as you highlighted, we certainly are expecting EVs to probably be down for the full year, given the cessation of the consumer tax credit going forward.
Speaker #5: The volumes are somewhat hampered by the transition to the new truck platform. So I'm not sure that there's a huge volume push that we're banking on, but obviously, we'll take every opportunity we can now.
Speaker #5: Without perhaps being obvious, the weather that we've seen recently is obviously impacting production, likely for everybody, given the width and the breadth of the storm going forward.
Speaker #5: So, we've got—I think—some makeup work that we've got to do going forward, but we're confident that the team will be able to do that, and glad that everybody has stayed safe through our plans.
Paul Jacobson: I think some makeup work that we've got to do going forward. But we're confident that the team will be able to do that, and glad that everybody has stayed safe through our plants.
I think some makeup work that we've got to do going forward. But we're confident that the team will be able to do that, and glad that everybody has stayed safe through our plants.
Speaker #11: And then I was hoping to ask you about the warranty cost benefit of $1 billion for this year. Can you just remind us of the dynamics and drivers of this?
Emmanuel Rosner: And then I was hoping to ask you about the warranty cost benefit of $1 billion for this year. Can you just remind us the dynamics and then drivers of this? Obviously, you had, you know, pretty large warranty costs in 2025. But then I think, you know, recently there was a reopening of the investigation into some of these V8 engines. So, how much of it has already been essentially provisioned for, and what drives really the confidence in this year's benefit?
Emmanuel Rosner: And then I was hoping to ask you about the warranty cost benefit of $1 billion for this year. Can you just remind us the dynamics and then drivers of this? Obviously, you had, you know, pretty large warranty costs in 2025. But then I think, you know, recently there was a reopening of the investigation into some of these V8 engines. So, how much of it has already been essentially provisioned for, and what drives really the confidence in this year's benefit?
Speaker #11: Obviously, you had pretty large warranty costs in 2025, but then I think recently there was a reopening of the investigation into some of these V8 engines.
Speaker #11: So how much of it has already been essentially provisioned for? And what really drives the confidence in this year's...
Speaker #11: benefit?
Speaker #5: Yeah.
Paul Jacobson: Yeah, so all of this starts, Emmanuel, with what we see on the monthly cash and where we see the exposure. It's obviously a very complex set of calculations and analyses going forward across the vehicle universe, but it really begins with cash. And we've seen that flattening, which is the first thing that needs to happen before you can ultimately come back down the curve on accruals because of the lagging effect there. But when you look at the L87 and the V8 engines, we've seen really good progress with the fixes that the team has put out there with the oil change and some of the testing that we can do at dealerships.
Paul Jacobson: Yeah, so all of this starts, Emmanuel, with what we see on the monthly cash and where we see the exposure. It's obviously a very complex set of calculations and analyses going forward across the vehicle universe, but it really begins with cash. And we've seen that flattening, which is the first thing that needs to happen before you can ultimately come back down the curve on accruals because of the lagging effect there. But when you look at the L87 and the V8 engines, we've seen really good progress with the fixes that the team has put out there with the oil change and some of the testing that we can do at dealerships.
Speaker #5: So all of this starts, Emanuel, with what we see on the monthly cash and where we see the exposure. It's obviously a very complex set of calculations and analyses going forward across the vehicle universe, but it really begins with cash.
Speaker #5: And we've seen that flattening, which is the first thing that needs to happen before you can ultimately come back down the curve on accruals because of the lagging effect.
Speaker #5: But when you look at the L87 and the V8 engines, we've seen really good progress with the fixes that the team has put out there with the oil change and some of the testing that we can do at dealerships.
Speaker #5: So we believe that it will mitigate and hopefully ultimately bring that down or certainly not lead to any more increases So the team is hard at work across going forward.
Paul Jacobson: So, we believe that it will mitigate and hopefully ultimately bring that down, or certainly not lead to any more increases going forward. So, you know, the team is hard at work across looking at every, every detailed cause of the warranty accrual. It's not just the big ones, but it's the small ones. We're looking at inflationary pressures that we've seen at the dealerships, and making sure that the dealers are charging fair prices to us for warranty, as they are for retail across the board. And it's really an all hands on deck, and we're starting to see some really early green shoots on some of that work that's been ongoing. And that's where we think it'll compound into warranty savings for us into 2026 and hopefully beyond.
So, we believe that it will mitigate and hopefully ultimately bring that down, or certainly not lead to any more increases going forward. So, you know, the team is hard at work across looking at every, every detailed cause of the warranty accrual. It's not just the big ones, but it's the small ones. We're looking at inflationary pressures that we've seen at the dealerships, and making sure that the dealers are charging fair prices to us for warranty, as they are for retail across the board. And it's really an all hands on deck, and we're starting to see some really early green shoots on some of that work that's been ongoing. And that's where we think it'll compound into warranty savings for us into 2026 and hopefully beyond.
Speaker #5: Looking at every detailed cause of the warranty accrual. It's not just the big ones, but it's the small ones. We're looking at inflationary pressures that we've seen at the dealerships and making sure that the dealers are charging fair prices to us for warranty as they are for retail across the board.
Speaker #5: And it's really an all-hands-on-deck, and we're starting to see some really early green shoots on some of that work that's been ongoing. And that's where we think it'll compound into warranty savings for us into '26 and hopefully
Speaker #5: beyond. Great.
Emmanuel Rosner: Great. Thank you.
Emmanuel Rosner: Great. Thank you.
Speaker #11: Thank you.
Speaker #1: Thank you. Our next question comes from Ryan Brinkman with JPMorgan. Your line is open.
Operator: Thank you. Our next question comes from Ryan Brinkman with J.P. Morgan. Your line is open.
Operator: Thank you. Our next question comes from Ryan Brinkman with J.P. Morgan. Your line is open.
Speaker #11: Good morning. Thanks for taking my question, which is on the emissions regulation assumption baked into the '26 guide. The outlook for $500 to $750 million of savings there from no longer needing to purchase those compliant credits.
Ryan Brinkman: Good morning. Thanks for taking my question, which is on the emissions regulation assumption baked into the 2026 guide. The outlook for $500 to 750 million of savings there from no longer needing to purchase those compliance credits. It, it seems a bit less than the roughly, I think, $1 billion annually that you've maybe been spending. Is that because some of the purchases sit outside the US or because some US regulatory credit purchases may be at the state level, will need to continue in some form? Or what is the right way to think about that?
Ryan Brinkman: Good morning. Thanks for taking my question, which is on the emissions regulation assumption baked into the 2026 guide. The outlook for $500 to 750 million of savings there from no longer needing to purchase those compliance credits. It, it seems a bit less than the roughly, I think, $1 billion annually that you've maybe been spending. Is that because some of the purchases sit outside the US or because some US regulatory credit purchases may be at the state level, will need to continue in some form? Or what is the right way to think about that?
Speaker #11: It seems a bit less than the roughly—I think—$1 billion annually that you may be spending. Is that because some of the purchases sit outside the U.S., or because some U.S. regulatory credit purchases, maybe at the state level, will need to continue in some form? Or what is the right way to think about that?
Speaker #5: Yeah, Ryan, obviously the compliance requirements are pretty complicated. You’ve got state, federal, local, and international as well. But as we've talked about, the credits were roughly split between CAFE and GHG.
Paul Jacobson: Yeah, Ryan, obviously, the compliance requirements are pretty complicated. You've got both state, federal, local, and international as well. But as we've talked about, the credits were roughly split between CAFE and GHG. So, CAFE, we know we don't need to purchase credits, as the administration has already zeroed out the CAFE penalties across the board. We took a charge for that in Q3 and expect that to result in some year-over-year savings in 26 versus 25. And then GHG is still pending with the administration. We're assuming that ultimately, that gets resolved over time, but there's gonna be a lag effect as the administration works through the regulatory process to accomplish what their objectives are on GHG.
Paul Jacobson: Yeah, Ryan, obviously, the compliance requirements are pretty complicated. You've got both state, federal, local, and international as well. But as we've talked about, the credits were roughly split between CAFE and GHG. So, CAFE, we know we don't need to purchase credits, as the administration has already zeroed out the CAFE penalties across the board. We took a charge for that in Q3 and expect that to result in some year-over-year savings in 26 versus 25. And then GHG is still pending with the administration. We're assuming that ultimately, that gets resolved over time, but there's gonna be a lag effect as the administration works through the regulatory process to accomplish what their objectives are on GHG.
Speaker #5: So CAFE, we know we don't need to purchase credits as the administration has already zeroed out the CAFE penalties across the board. We took a charge for that in the third quarter and expect that to result in some year-over-year savings in '26 versus '25.
Speaker #5: And then GHG is still pending with the administration. We're assuming that ultimately that gets resolved over time, but there's going to be a lag effect as the administration works through the regulatory process to accomplish what their objectives are on GHG.
Speaker #5: So when we purchase credits, we amortize them over the time the remaining life of those credits. So that's where you're probably seeing a little bit of a disconnect versus the P&L and the
Paul Jacobson: So, when we purchase credits, we amortize them over the remaining life of those credits. So that's where you're probably seeing a little bit of a disconnect versus the PNL and the cash.
So, when we purchase credits, we amortize them over the remaining life of those credits. So that's where you're probably seeing a little bit of a disconnect versus the PNL and the cash.
Speaker #5: cash. Okay.
Ryan Brinkman: Okay, very helpful. Thanks. And then just lastly, on international operations, obviously, a lot of focus on the improvement turnaround in China. Maybe just if you could talk about consolidated IO. Looks like a lot of sequential improvement there in revenue and wholesales as well. But just curious about, we're reading a lot about the incremental pressure being placed on some of these regions outside of China by Chinese automakers. Obviously, it doesn't affect you in North America. You're not in Europe. You don't have to worry about that. But maybe if you could talk to LATAM or some of the other markets where you operate and what you might be seeing there.
Ryan Brinkman: Okay, very helpful. Thanks. And then just lastly, on international operations, obviously, a lot of focus on the improvement turnaround in China. Maybe just if you could talk about consolidated IO. Looks like a lot of sequential improvement there in revenue and wholesales as well. But just curious about, we're reading a lot about the incremental pressure being placed on some of these regions outside of China by Chinese automakers. Obviously, it doesn't affect you in North America. You're not in Europe. You don't have to worry about that. But maybe if you could talk to LATAM or some of the other markets where you operate and what you might be seeing there.
Speaker #11: Very helpful, thanks. And then, just lastly, on international operations—obviously, a lot of focus on the improvement and turnaround in China. Maybe just, if you could talk about consolidated IO.
Speaker #11: It looks like there's a lot of sequential improvement there in revenue and wholesales as well. But I'm just curious, we're reading a lot about the incremental pressure being placed on some of these regions outside of China by Chinese automakers.
Speaker #11: Obviously, it doesn't affect you in North America; you're not in Europe, so you don't have to worry about that. But maybe if you could talk to LATAM or some of the other markets where you operate and what you might be seeing.
Speaker #11: there. Well, I
Speaker #3: I think you highlighted we are seeing improvement from an international perspective, specifically in South America. And when you focus on Brazil as an example, even with the stiff competition coming from the Chinese OEMs that are heavily subsidized, we've seen improved performance there among other countries in South America.
Mary Barra: Well, I think you highlighted we are seeing improvement from an international perspective, specifically in South America. And when you focus on Brazil as an example, even with the stiff competition coming from the Chinese OEMs that are heavily subsidized, we've seen improved performance there among other countries in South America. So I think it's each of the different areas we've seen improvements, and I think it speaks to the strength of our vehicles and the strength of our brands. So again, it was across the board that we're seeing that improvement, and we are in Europe.
Mary Barra: Well, I think you highlighted we are seeing improvement from an international perspective, specifically in South America. And when you focus on Brazil as an example, even with the stiff competition coming from the Chinese OEMs that are heavily subsidized, we've seen improved performance there among other countries in South America. So I think it's each of the different areas we've seen improvements, and I think it speaks to the strength of our vehicles and the strength of our brands. So again, it was across the board that we're seeing that improvement, and we are in Europe.
Speaker #3: So I think each of the different areas, we've seen improvements. And I think it speaks to the strength of our vehicles and the strength of our brands.
Speaker #3: So again, it was across the board that we're seeing that improvement. And we are in Europe. We just export into Europe with some vehicles that we have actually the app, or excuse me, the lyric and then the Vistic actually won German Car of the Year over the last two years from an EV perspective.
Mary Barra: We just export into Europe with some vehicles that we have. Actually, you know, the LYRIQ and then the VISTIQ actually won German Car of the Year for over the last two years from an EV perspective, so luxury perspective. So we're there in a small way as we look to see what's gonna, how the European market is gonna sort out, and I think that's a growth opportunity for us, and I'm proud across the international markets for the work they've done to improve their business.
We just export into Europe with some vehicles that we have. Actually, you know, the LYRIQ and then the VISTIQ actually won German Car of the Year for over the last two years from an EV perspective, so luxury perspective. So we're there in a small way as we look to see what's gonna, how the European market is gonna sort out, and I think that's a growth opportunity for us, and I'm proud across the international markets for the work they've done to improve their business.
Speaker #3: So, luxury perspective. So we're there in a small way as we look to see what's going to—how the European market is going to sort out.
Speaker #3: And I think that's a growth opportunity for us. And I'm proud across the international markets for the work they've done to improve
Speaker #3: their business.
Speaker #11: Very
Ryan Brinkman: Very helpful. Thank you.
Ryan Brinkman: Very helpful. Thank you.
Speaker #11: helpful. Thank
Speaker #11: you. Thank you.
Operator: Thank you. We have time for one last question. Our last question comes from Tom Narayan with RBC. Your line is open.... I do apologize. He disconnected. Our last question will come from Mark Delaney with Goldman Sachs. Your line is open.
Operator: Thank you. We have time for one last question. Our last question comes from Tom Narayan with RBC. Your line is open.... I do apologize. He disconnected. Our last question will come from Mark Delaney with Goldman Sachs. Your line is open.
Speaker #1: We have time for one last question. Our last question comes from Tom Narayan with RBC. Your line is open. I do apologize. He disconnected.
Speaker #1: Our last question will come from Mark Delaney with Goldman Sachs. Your line is open.
Speaker #1: open. Yes.
Mark Delaney: Yes, good morning, and thank you very much for taking my question. The company is expecting Super Cruise revenue to be $400 million in 2026, up from $234 million at the end of 2025. Can you help us better understand what's driving such a big step-up this year in Super Cruise revenue? And then as you think about that broader OnStar and digital services business momentum that you spoke about, are there other key areas you're seeing momentum beyond Super Cruise, or is Super Cruise the, the big driver of digital services?
Speaker #7: Good morning. Thank you very much for taking my question. The company is expecting Supercues revenue to be $400 million in '26, up from $234 million at the end of 2025.
Mark Delaney: Yes, good morning, and thank you very much for taking my question. The company is expecting Super Cruise revenue to be $400 million in 2026, up from $234 million at the end of 2025. Can you help us better understand what's driving such a big step-up this year in Super Cruise revenue? And then as you think about that broader OnStar and digital services business momentum that you spoke about, are there other key areas you're seeing momentum beyond Super Cruise, or is Super Cruise the, the big driver of digital services?
Speaker #7: Can you help us better understand what's driving such a big step up this year in Super Cruise revenue? And then, as you think about that broader OnStar and digital services business momentum that you spoke about, are there other key areas you're seeing momentum beyond Super Cruise, or is Super Cruise the big driver of digital services?
Speaker #5: Yeah, well, Mark, thanks for hanging on for the whole call. Appreciate you getting your last question in. The supercues revenue is a couple of things.
Paul Jacobson: Yeah. Well, Mark, thanks for hanging on for the whole call. Appreciate you getting your last question in. You know, the Super Cruise revenue is a couple of things. So remember when we sell a vehicle with Super Cruise, we include three years of prepaid services on that. So that balance then amortizes over a three-year period. So what you're seeing is growth in those initial rates, as we ramp up production and sales of vehicles equipped with Super Cruise. The second aspect of it, which you know, we're continuing to see really good penetration and attachment rates, is on the renewal. So at the end of three years, customers are approached with, you know, would they like to subscribe?
Paul Jacobson: Yeah. Well, Mark, thanks for hanging on for the whole call. Appreciate you getting your last question in. You know, the Super Cruise revenue is a couple of things. So remember when we sell a vehicle with Super Cruise, we include three years of prepaid services on that. So that balance then amortizes over a three-year period. So what you're seeing is growth in those initial rates, as we ramp up production and sales of vehicles equipped with Super Cruise. The second aspect of it, which you know, we're continuing to see really good penetration and attachment rates, is on the renewal. So at the end of three years, customers are approached with, you know, would they like to subscribe?
Speaker #5: So remember when we sell a vehicle with supercues, we include three years of prepaid services on that. So that balance then amortizes over a three-year period.
Speaker #5: So what you're seeing is growth in those initial rates as we ramp up production and sales of vehicles equipped with Super Cruise. The second aspect of it, which we're continuing to see really good penetration and attachment rates, is on the renewal.
Speaker #5: So at the end of three years, customers are approached with, "Would they like to subscribe?" And we've seen attachment rates in the low 40% range with people stepping up and renewing that.
Paul Jacobson: We've seen attachment rates in the low 40% range, with people stepping up and renewing that. So that's where you're seeing a lot of the growth in Super Cruise. In OnStar, you know, we include an OnStar basics package with the sale of vehicles that amortizes over the life of that period. But it also, what it does is gives us an engagement opportunity with the consumer, that, you know, is really laying the foundation for, number one, enhanced OnStar services currently, but also then second, you look at GM rewards, you look at opportunities when we get software-defined vehicles down the road. It's really a big step function. So that's where you're seeing a lot of the deferred revenue growing, and coming in at very attractive software-like margins.
We've seen attachment rates in the low 40% range, with people stepping up and renewing that. So that's where you're seeing a lot of the growth in Super Cruise. In OnStar, you know, we include an OnStar basics package with the sale of vehicles that amortizes over the life of that period. But it also, what it does is gives us an engagement opportunity with the consumer, that, you know, is really laying the foundation for, number one, enhanced OnStar services currently, but also then second, you look at GM rewards, you look at opportunities when we get software-defined vehicles down the road. It's really a big step function. So that's where you're seeing a lot of the deferred revenue growing, and coming in at very attractive software-like margins.
Speaker #5: So that's where you're seeing a lot of the growth in Super Cruise. In OnStar, we include an OnStar Basics package with the sale of vehicles that amortizes over the life of that period.
Speaker #5: But it also, what it does is, gives us an engagement opportunity with the consumer that is really laying the foundation for, number one, enhanced OnStar services currently. But also, then second, you look at GM Rewards, you look at opportunities when we get software-defined vehicles down the road.
Speaker #5: It's really a big step function. So that's where you're seeing a lot of the deferred revenue growing, and coming in at very attractive, software-like margins.
Speaker #7: Yeah, thanks for that, Paul. My other question was on China. The company's obviously made a lot of improvements there, and I think you're expecting pretty similar China profits in 2026.
Mark Delaney: Thanks for that, Paul. My other question was on China. The company's obviously made a lot of improvements there, and I think expecting pretty similar China profits in 2026. There is a view, though, that the China market in general is becoming more difficult after a lot of stimulus in 2025, and maybe demand in the broader China market could be down this year. Maybe talk about what offsets there could be for GM specifically, perhaps just the product portfolio, but would hope to better understand what would allow GM to be more stable year on year if the market does soften. Thanks.
Mark Delaney: Thanks for that, Paul. My other question was on China. The company's obviously made a lot of improvements there, and I think expecting pretty similar China profits in 2026. There is a view, though, that the China market in general is becoming more difficult after a lot of stimulus in 2025, and maybe demand in the broader China market could be down this year. Maybe talk about what offsets there could be for GM specifically, perhaps just the product portfolio, but would hope to better understand what would allow GM to be more stable year on year if the market does soften. Thanks.
Speaker #7: There is a view, though, that the China market in general is becoming more difficult after a lot of stimulus in 2025 and maybe demand in the broader China market could be down this year.
Speaker #7: Maybe talk about what offsets there could be for GM specifically, perhaps as the product portfolio, but would hope to better understand what would allow GM to be more stable year-on-year if the market does soften.
Speaker #7: Thanks.
Speaker #3: Well, I think the number of vehicles that we launched this year, the new energy vehicles, I think, are doing very well. Over 50%, as we indicated.
Mary Barra: Well, I think, you know, the number of vehicles that we launched this year, the new energy vehicles, I think are doing very well, over 50%, as we indicated, with the right software, the right technology. And virtually across the board, we have in China, for China solutions, that I think are resonating really well in the marketplace. And I think that discipline, along with the discipline and the way the business is operating, of, you know, making sure we manage inventory, which allows us to manage incentives, and it also has allowed us to have a much better relationship with the dealers because we've had a dramatic improvement in their profitability.
Mary Barra: Well, I think, you know, the number of vehicles that we launched this year, the new energy vehicles, I think are doing very well, over 50%, as we indicated, with the right software, the right technology. And virtually across the board, we have in China, for China solutions, that I think are resonating really well in the marketplace. And I think that discipline, along with the discipline and the way the business is operating, of, you know, making sure we manage inventory, which allows us to manage incentives, and it also has allowed us to have a much better relationship with the dealers because we've had a dramatic improvement in their profitability.
Speaker #3: With the right software, the right technology, and virtually across the board, we have in China-for-China solutions that I think are resonating really well in the marketplace.
Speaker #3: And I think that discipline, along with the discipline in the way the business is operating of making sure we manage inventory, which allows us to manage incentives, and it also has allowed us to have a much better relationship with the dealers because we’ve had a dramatic improvement in their profitability.
Speaker #3: So I think it's if you want to say what's going to drive China's business overall, it's the right product portfolio and then the discipline in which we're managing the business.
Mary Barra: So, you know, I think it's if you want to say what's going to drive China's business overall, it's the right product portfolio and then the discipline in which we're managing the business. I have to give a lot of credit to the team over there for really turning around that business rather quickly in a sustainable way. Then lastly, I'll just say it's also our strong brands. The Cadillac and the Buick brand have a long history, the Buick brand especially, but also the strength of the Cadillac franchise as well is serving us well. So we think we can compete, obviously not to the extent we were five, six years ago, but we think we can have a meaningful presence there with the right product portfolio at a premium and luxury level.
So, you know, I think it's if you want to say what's going to drive China's business overall, it's the right product portfolio and then the discipline in which we're managing the business. I have to give a lot of credit to the team over there for really turning around that business rather quickly in a sustainable way. Then lastly, I'll just say it's also our strong brands. The Cadillac and the Buick brand have a long history, the Buick brand especially, but also the strength of the Cadillac franchise as well is serving us well. So we think we can compete, obviously not to the extent we were five, six years ago, but we think we can have a meaningful presence there with the right product portfolio at a premium and luxury level.
Speaker #3: And I have to give a lot of credit to the team over there for really turning around that business rather quickly, and in a sustainable way.
Speaker #3: And then lastly, I'll just say it's also our strong brands, the Cadillac and the Buick brand have a long history the Buick brand especially but also the strength of the Cadillac franchise as well is serving us well.
Speaker #3: So we think we can compete, obviously not to the extent we were five, six years ago, but we think we can have meaningful presence there with the right product portfolio at a premium and luxury.
Speaker #3: level. Thank
Speaker #3: level. Thank
Mark Delaney: Thank you.
Mark Delaney: Thank you.
Speaker #1: Thank you. I'd now like to turn the call over to Mary Barra for her closing comments.
Operator: Thank you. I'd now like to turn the call over to Mary Barra for her closing comments.
Operator: Thank you. I'd now like to turn the call over to Mary Barra for her closing comments.
Speaker #3: Well, thanks, everybody, for sticking with us through the call. I know we're running a little over, so I'll be brief. But I just want to again, I want to start by thanking everyone in General Motors, our suppliers, our dealers for all of their hard work to deliver the 2025 performance.
Mary Barra: Well, thanks, everybody, for sticking with us through the call. I know we're running a little over, so I'll be brief. But I just want to again start by thanking everyone in General Motors, our suppliers, our dealers, for all of their hard work to deliver the 2025 performance. But it really goes beyond that, because over the last several years, we've really built a foundation of product excellence, innovation, operating discipline, and resiliency and agility. So we know we're going to continue to see opportunities. I think we have the right team to be able to manage through those and continue to deliver results for our shareholders. So I want to tell you, I'm extremely excited about this year and what we can do even better 2026.
Mary Barra: Well, thanks, everybody, for sticking with us through the call. I know we're running a little over, so I'll be brief. But I just want to again start by thanking everyone in General Motors, our suppliers, our dealers, for all of their hard work to deliver the 2025 performance. But it really goes beyond that, because over the last several years, we've really built a foundation of product excellence, innovation, operating discipline, and resiliency and agility. So we know we're going to continue to see opportunities. I think we have the right team to be able to manage through those and continue to deliver results for our shareholders. So I want to tell you, I'm extremely excited about this year and what we can do even better 2026.
Speaker #3: But it really goes beyond that, because over the last several years, we've really built a foundation of product excellence, innovation, operating discipline, and resiliency and agility.
Speaker #3: So we know we're going to continue to see opportunities. I think we have the right team to be able to manage through those and continue to deliver results for our shareholders.
Speaker #3: So I want to tell you I'm extremely excited about this year and what we can do, and even better in '26. And getting North America back to the 8% to 10% margin is something that we're looking forward to executing through the year and delivering for our shareholders.
Mary Barra: Getting North America back to the 8% to 10% margin is something that we're looking forward to executing through the year and delivering for our shareholders. Thanks, everybody, and I hope you have a great day. Stay safe. Stay safe.
Getting North America back to the 8% to 10% margin is something that we're looking forward to executing through the year and delivering for our shareholders. Thanks, everybody, and I hope you have a great day. Stay safe. Stay safe.
Speaker #3: So, thanks, everybody. And I hope you have a great day. Stay safe. Stay
Speaker #3: safe. Thank you.
Operator: Thank you. That concludes the conference for today. Thank you for joining. You may disconnect.
Operator: Thank you. That concludes the conference for today. Thank you for joining. You may disconnect.
