General Motors China 2014 Corporate Social Responsibility Report
About the Report
his is General Motors China’s seventh Corporate Social TResponsibility Report (hereinafter referred to as “this report” or “the Report”). It covers activities in 2014.
Both “General Motors” and “GM” mentioned in the Report refer to General Motors Company. All instances of “GM China,” “we” and “the company” used in the Report refer to General Motors China. “GM’s operations in China” refers to its 11 joint ventures and two wholly owned foreign enterprises. Unless otherwise stated, all amounts of money in this report are in Chinese yuan.
The Report includes data covering GM’s operations in China. All of the information in this report was provided and reviewed by GM’s operations in China to ensure its authenticity and reliability. All of the information disclosed in the Report is based on operations within the year of 2014, unless otherwise specified, with original records kept for reference. The Scan the QR code to follow GM information disclosed here has no falsehoods, misleading China official WeChat account statements or major omissions. Letter from the Executive / P05
Introduction to General Motors
General Motors 1.1 P06 01 General Motors in China 1.2 Corporate Governance
2.1 Governance Structure 2.2 Compliance Management 2.3 Risk Management 2.4 Information Security 2.5 Sustainability Management 02 P09 Corporate Social Responsibility (CSR) Management
Corporate Social Responsibility (CSR) Strategy 3.1 P12 03 Stakeholder Communication 3.2 4.1 Environmental management Energy Conservation and 4.1.1 Shanghai GM’s Drive to Green Strategy Environmental 4.1.2 SAIC-GM-Wuling’s Environmental Vision 4.2 Energy Conservation R&D Performance 4.3 Green Product Cycle 4.3.1 Energy Efficiency Management 4.3.2 Waste Management 4.4 Green Supply Chain 4.4.1 Supplier Management and Training 4.4.2 Green Supply Chain Program 4.5 Green Office 04 P15 Table of Contents 5.1 Products and Customers Products and Customers 5.2 Product Quality Management 5.3 Vehicle Safety 5.3.1 OnStar In-Vehicle Safety and Security System 5.3.2 Interoperability Testing Project for New Energy Vehicles 5.4 Improving the Customer Experience 5.4.1 Effective Customer Communication 5.4.2 Enhancing Customer Satisfaction 5.4.3 Encouraging Customer Engagement 05 P22 Employee Management Employee Management and Care 6.1 and Care Summer Intern Program 6.1.1 PACE Program 6.1.2 Employee Growth and Development 6.2 Growth and Promotion Support 6.2.1 Learning and Development Support 6.2.2 Workplace Safety and Health 6.3 Workplace Safety 6.3.1 Health Care for Employees 6.3.2 Employee Engagement and Care 6.4 Employee Engagement and Communication 6.4.1 P26 06 Employee Activities and Care 6.4.2 Social Contribution 7.1 Road Safety 7.2 Environmental Protection 7.3 Supporting Talent Development 7.4 Improving Public Health 7.5 Disaster Relief 7.6 Advocating Volunteerism 07 P33 2014 GM China P38 08 CSR Awards
2014 GM CSR Milestones in China / P40 protecting vulnerable wetlands in eastern working with more than 25 supplier plants China; the GM Safe Kids Safe Road across China. program, which is educating children and their parents about child safety in We have a similar goal of making our and around vehicles; and the Chevrolet products leaders in fuel efficiency. Red Chalk Program, which is sending The fuel consumption and carbon volunteer teachers to disadvantaged emissions of the new generation of rural communities. In 2014, GM began vehicles from Shanghai GM have been supporting the Wuhan University of improved by 8 percent compared to their Technology’s new Partners for the predecessors. In its fourth year, the GM Advancement of Collaborative Engineering China Consumer Fuel-Saving Challenge Education (PACE) Center, which is training showcased the fuel economy of products the next generation of automotive industry from the Buick, Chevrolet and Baojun professionals. brands.
GM China was named the fourth-best GM and our joint ventures are preparing Fortune 500 Company in CSR at the 2014 to introduce a range of new energy Corporate Social Responsibility Annual vehicles, including hybrids, plug- eneral Motors and our joint ventures Conference in Beijing. In addition, GM’s in hybrids, extended-range electric Genjoyed another outstanding year Guangde Proving Ground was the first vehicles and pure electric vehicles. We in China in 2014. We sold more than facility in China recognized by the Wildlife are also cooperating with partners such 3.5 million vehicles – an average of one Habitat Council for creating a wildlife as Shanghai Jiao Tong University to every 9 seconds and an all-time high – habitat and enhancing biodiversity. explore vehicle sharing featuring the as our Cadillac, Buick, Chevrolet, Wuling EN-V 2.0 electric vehicle concept, which and Baojun brands had their best years GM is also addressing the impact of our was designed, engineered and built in ever. Over the years, we have won the vehicles and the plants that manufacture Shanghai. trust of our customers across China 20 them. GM’s facilities in China are among million times. the most efficient in the world. Twelve GM has plans to introduce additional joint venture plants have met the U.S. exciting vehicles and cutting-edge China has been GM’s largest market Environmental Protection Agency’s services that meet the needs of ® since 2010. We are focused on putting ENERGY STAR Challenge for Industry, China’s consumers. As we continue the customer at the center of everything which requires a 10 percent reduction contributing to the success of our we do. This goes beyond just designing, in energy intensity within five years. GM business and industry, we will also building and selling world-class vehicles. ended 2014 with 11 landfill-free facilities continue contributing to the success of GM, along with our joint ventures, in China, which on average reuse or the community, which has generously partners and employees, is committed recycle 97 percent of their waste from daily supported GM in our largest market. to helping create a greener, safer and operations and convert the rest to energy. healthier community in China. Our suppliers have gotten involved as GM has long been a leader in corporate well. The Green Supply Chain Program, social responsibility – or CSR. Local launched in 2005, is helping local parts programs include the GM Restoring and components manufacturers improve Nature’s Habitat Project, which is their efficiency. Shanghai GM is currently
Letter from the Executive Introduction to General Motors
or more than a century, General Motors has been devoted to making the 01 Fworld’s best vehicles. With a customer-driven culture, GM continues to develop innovative technologies to shape the future of the automotive industry. General Motors China is part of GM’s global vision. We are working closely with our stakeholders to remain an industry leader in China.
1.1. General Motors General Motors traces its roots back to 1908, when William “Billy” Durant founded the company. Today, as one of the largest automotive companies in the world, GM produces, sells and services vehicles in over 120 countries around the globe through 10 brands: Chevrolet, Buick, GMC, Cadillac, Opel, Vauxhall, Holden, Baojun, Wuling and Jiefang.
The GM team shares a competitive spirit that drives it to excellence. Globally, GM has more than 216,000 employees working in nearly 400 facilities spread over six continents and speaking over 50 different languages. GM also owes its success to its 20,512 authorized dealerships, which serve as the face of GM in communities around the world.
GM’s Core Values GM’s Core Values are the foundation for everything the GM team does.
Customers Relationships Excellence
We put the customer at the center of Our success depends on our We act with integrity. We are driven by everything we do. We listen intently relationships inside and outside the ingenuity and innovation. We have the to our customers’ needs. Each company. We encourage diverse thinking courage to do and say what’s difficult. interaction matters. Safety and quality and collaboration from the world to Each of us takes accountability for are foundational commitments, never create great customer experiences. results and has the tenacity to win. compromised.
GENERAL MOTORS CHINA 06 1.2. General Motors
Dating back over nine decades, the General Motors-China relationship remains solid and continues to grow steadily. With more than 58,000 employees in China, GM has 11 joint ventures and two wholly-owned foreign enterprises across the country. Along with its joint ventures, GM offers the broadest lineup of vehicles and brands among automakers in China. Our vehicles were sold under the Chevrolet, Cadillac, Buick, Baojun, Jiefang, Wuling, and Opel brands in 2014.
GM’s Operations in China
沈阳
Changchun FAW-GM Light Duty Commercial Vehicle Co. Ltd. Shenyang Shanghai GM Norsom Motors Co. Ltd.
Shanghai GM Dong Yue Motors Co. Ltd. Yantai Shanghai GM Dong Yue Powertrain Co. Ltd.
GM (China) Investment Corp. GM Warehousing and Trading (Shanghai) Co. Ltd.
Shanghai General Motors Co. Ltd. Shanghai Pan Asia Technical Automotive Center (PATAC) Shanghai OnStar Telematics Co. Ltd. Shanghai Chengxin Used Car Operation and Management Co., Ltd. SAIC General Motors Sales Co. Ltd. SAIC-GMAC Automotive Finance Co., Ltd. Liuzhou SAIC-GM-Wuling Automobile Co. Ltd.
GENERAL MOTORS CHINA 07 GM attaches great importance to China and continues to expand our lineup of vehicles and services to suit the increasingly diverse market. In 2014, with more than 4,540 dealerships nationwide, GM and its joint ventures surpassed 3.5 million sales in China. We offer more than 40 different models under a strong portfolio of brands in China, ranging from mini-cars to luxury sedans and from mini-commercial vehicles to light-duty trucks. In addition, GM offers a wide range of services tailored for the domestic market.
The GM Campus Building in Shanghai
General Motors Sets Sales Record in China
GM and its joint ventures sold a record GM’s sales were up 12.0% from 3,539,970 vehicles the previous high in 2013. in China in 2014, an average of one vehicle every 9s and almost 9,700 vehicles each day.
GENERAL MOTORS CHINA 08 Corporate Governance
M is devoted to designing, building and selling the world’s best vehicles. 02 GStrong leadership and belief in our corporate vision are crucial to our continued growth. GM has created a sustainable business model that governs its operations around the globe.
Product design: In product R&D, GM emphasizes 01 Product manufacturing: the use of advanced technology to In manufacturing processes, GM gradually reduce vehicle emissions maximizes the rational use of and petroleum dependency, and to 02 resources, reduces the environmental improve fuel economy. impact of manufacturing, and shares responsibility for the local environment. GM’s Sustainable 04 Business Model Reinvestment: GM delivers a positive financial 03 Product sales: performance to ensure the GM offers a variety of environmentally company’s vitality, provides the friendly vehicles to meet the different best workplace for its employees, needs of its customers. and contributes to the improvement of quality of life in the communities in which it operates.
GM China has adopted GM’s sustainable business model and its robust global corporate governance strategy, which focuses mainly on compliance management, risk management and information security. GM China provides ongoing training to ensure that employees’ conduct complies with laws and regulations. To support the sustainable development of the company, we also pay careful attention to potential operational risks and information security issues.
GENERAL MOTORS CHINA 09 2.1. Governance Structure
The Board of Directors is the highest oversight body of General The Board has six standing committees: Audit, Directors and Motors Company, with the mission of representing shareholders’ Corporate Governance, Executive Compensation, Finance, interest in perpetuating a successful business. With 13 members Public Policy, and Risk. Each has a written charter setting forth (as of March 31, 2015), the Board takes full responsibility for its purpose, authority and duties, which are available on GM’s supervision over GM. All directors are independent except for corporate website. GM CEO Mary Barra, former GM Vice Chairman Stephen Girsky and former United Automobile Workers (UAW) Vice President The Public Policy Committee (PPC) provides oversight and Joseph Ashton, which is in accordance with the standards of the guidance to aid management of public policy issues in order to U.S. Securities and Exchange Commission and the New York support GM’s global business growth within the framework of its Stock Exchange. core values. It reviews the following company activities: global public policy, diversity, corporate social responsibility, employee health and safety, and philanthropic activities.
2.2. Compliance Management
We believe that our business is about more than just making the harassment, conflicts of interest, unethical behavior, misuse best vehicles; it’s also about building trust with our stakeholders of information or computer systems, unfair competition or by exceeding their expectations beyond doing the right thing. insider trading, export compliance, privacy, anticorruption and Based on this belief, GM drew up and implements the Global appropriate interaction with government officials. Integrity Policy, which is fully manifested in its Winning With All GM people, including directors, officers and employees, Integrity employee code of conduct. Winning With Integrity are expected to adhere to the code of conduct. To improve sets GM’s ethical standards and provides guidance and rules understanding of integrity, GM China provides training to all on how GM employees are expected to act with integrity in the employees on the Global Integrity Policy and the GM China workplace, in the marketplace and in their communities when Anti-Corruption Policy. All employees of GM’s operations in representing GM. In addition, Winning With Integrity provides China also take mandatory online training courses. guidance about what constitutes misconduct and clearly defines terms such as misuse of company property, discrimination,
Employee Training on Compliance in 2014
In 2014, all salaried GM employees were Leaders at GM were required to take required to complete two online courses a third course: through GM Learning:
Global Anti-Corruption Compliance - Integrity: Gifts, Reporting Wrongdoing and Business Misconduct Entertainment and Anti-Corruption
Information LifeCycle Management
GENERAL MOTORS CHINA 10 2.3. Risk Management 2.4. Information Security
The Board of Directors implements its risk oversight function GM takes information security seriously, in particular cyber both as a whole and through delegation to its committees, security. All employees are responsible for protecting proprietary including the Risk Committee. The committees meet regularly company information, and the privacy and security of our and report directly to the Board, while the Board oversees and customers. Rules and regulations on information security at manages potential risks through review of GM's strategic plan GM demand that personal computers and other communication and regular communication with its committees. tools be used for authorized purposes only. Going beyond a traditional method of enterprise risk At GM China, the IT and Human Resources teams have management, GM takes new perspectives through the lens of collaborated to provide information security training for all sustainability, and considers risks such as climate change and departments to improve awareness. The training is also part water scarcity. of the orientation for new employees, and its website provides useful tips on information protection for all employees.
2.5. Sustainability Management
GM believes that the future of the automotive industry will GM wants to be a leader in transforming transportation. be shaped by megatrends in which the nature of customer interaction changes, the importance of environmental efficiency GM is focused on building the foundation for global increases, technology reshapes the industry and global growth sustainability. Driven by five strategic priorities, GM’s customer- shifts to new markets. Through the lens of sustainability, GM driven sustainability strategy has evolved in recent years and regards industry challenges and change as new business will be further integrated into the company’s business. opportunities that can drive additional value for our customers.
EARN GROW OUR LEAD IN DRIVE CORE CULTURE CUSTOMERS BRANDS TECHNOLOGY & EFFICIENCIES TO WIN FOR LIFE INNOVATION
SUSTAINABILITY STRATEGY
Surpassing Offering sustainable Leveraging Minimizing the Building a culture customer vehicle choices advanced impact of our that promotes expectations for that meet the technologies to operations and our values quality & safety. diverse needs of enhance fuel supply chain. of customers, customers. economy, safety relationships and and customer excellence. connectivity
GENERAL MOTORS CHINA 11 Corporate Social Responsibility (CSR) 03 Management M is fully aware of its economic and social mission, which emphasizes Gthe integration of economic, environmental and social development.
3.1. Corporate Social Responsibility (CSR) Strategy
At GM China, we not only bring advanced technologies and We focus our social contributions on four core areas: greener, vehicles to China, but also uphold our mission to “be recognized safer, smarter, and healthier. We also engage employee as a sustainable and socially responsible company” and to volunteers in various projects in environmental protection, road give back to Chinese society. With the objectives of enhancing safety, and education that are making an impact. By making our brand image and engaging our stakeholders, GM China social contributions, we are fulfilling our commitment to China. has launched many impactful initiatives to drive for a better tomorrow.
3.2. Stakeholder Communication
GM China is also a leader in information disclosure and stakeholder engagement. Since 2008, GM China has published its Corporate Social Responsibility Report annually, disclosing information on the company’s CSR management and performance. To achieve the sustainable development of our company and stakeholders, we work to continuously improve our communication mechanisms in order to better understand and respond to our stakeholders’ needs.
GENERAL MOTORS CHINA 12 Stakeholders Issues of Concern Major Measures Taken and Communication Method
Government • Compliance management • Legal compliance and Supervisory • Risk management • Global Integrity Policy Organizations • Information security • Winning With Integrity employee • Tax contribution code of conduct • Anti-corruption policy and training • Information security training • Paying taxes in accordance with the law
Environment • Environmental management • Drive to Green strategy • Environmental impacts of • R&D in energy conservation manufacturing • Energy efficiency management • Energy efficiency and vehicle • Waste recycling and reuse emissions • Supplier management and training • Green office
Customers • Product innovation • High-tech R&D • Product safety • OnStar system and • Product quality interoperability testing • Customer service • Effective customer communication channels • Customer satisfaction survey • Consumer Fuel-Saving Challenge
GENERAL MOTORS CHINA 13 Employees • Employee benefits • Employee management and • Employee development welfare • Workplace safety and health • Growth support and training • Employee engagement and care • Safety risk screening system and safety stand down • Health insurance and support • Workplace of Choice survey • GM Family Day • Diversity actions
Community • Road safety • Road safety programs • Environmental protection • GM Restoring Nature’s Habitat • Talent development Project and green campaigns • Public health • PACE program and ASEP program • Disaster relief • Local clinics • Support following natural disasters • Volunteer activities
Suppliers • Supply chain compliance • Green Supply Chain Program • Cooperation and win-win • Supply chain management programs • Supplier training • Fair purchasing • Lower environmental impact
Dealers • Compliance management • ASEP • Product and service quality • Training • Upholding reputation • Improving service
GENERAL MOTORS CHINA 14 Energy Conservation and Environmental Performance
ith the GM Environmental Principles and Policies as a foundation, 04 WGM strives to continually improve its environmental performance as it optimizes its environmental footprint. At GM China, our dedication reaches beyond compliance with laws and regulations to fully integrate sound environmental practices into business decisions.
4.1. Environmental Management
We believe that sound resource management helps drive environmental management systems throughout all aspects manufacturing excellence and significant cost savings, both of our business, from the supply chain to manufacturing to the of which support better vehicles at more affordable prices. vehicles we put on the road. We care for the environment and strictly apply comprehensive
Develop 4.1.1. Shanghai GM’s Drive to green prod- Green Strategy ucts
In 2008, Shanghai GM launched the Drive to Green corporate strategy to advance its energy efficiency and Take a Drive to pollution reduction goals. During the first phase from green Green responsi- Strategy 2008 to 2010, Shanghai GM invested nearly $1.1 billion bility in its implementation. In June 2010, Shanghai GM issued a five-year plan to carry forward the strategy. Create green systems
4.1.2. SAIC-GM-Wuling’s Environmental Vision
As a domestic leader in the production of mini-vehicles and an more fuel-efficient vehicles and create a green community with internationally competitive automaker, SAIC-GM-Wuling has the support of its employees. SAIC-GM-Wuling is committed to devoted itself to environmental protection and efficient resource optimizing resource and energy management, reducing pollution, utilization. It complies with all necessary environmental laws and continuously improving its environmental performance. and regulations. In addition, SAIC-GM-Wuling aims to produce
GENERAL MOTORS CHINA 15 4.2. Energy Conservation • Improving the Efficiency of Conventional R&D Internal Combustion Engines By upgrading engines with energy-efficient technologies,
GM vigorously promotes innovative research and development GM has been able to minimize motor vehicles’ environmental of advanced energy technologies. This is contributing to impact. GM has introduced many types of advanced energy- sustainability and helping address the growing global demand efficient technologies. Spark ignition direct injection (SIDI) for fossil fuels. In China, the Pan Asia Technical Automotive reduces fuel consumption by 3 percent and CO2 emissions Center (PATAC) and the GM China Advanced Technical Center by 25 percent. The fuel consumption and carbon emissions of (ATC) are supporting GM’s green technology development on a the new generation of vehicles from Shanghai GM have been local and global basis. improved by 8 percent compared to the previous generation.
The 2013 Ecotec 2.0L I-4 VVT DI Turbo (LTG) for Cadillac ATS
Engines using turbo direct injection (DI) optimize combustion efficiency and greatly increase power output, while engines with homogeneous charge compression ignition (HCCI) offer cleaner combustion, higher fuel efficiency and lower heat loss.
HCCI combustion and other enabling HCCI Engine fuel-saving technologies
GENERAL MOTORS CHINA 16 • Developing Hybrid and New Energy Vehicles
GM firmly believes that the use of electric propulsion technology new levels of fuel efficiency. It yields fuel savings of 20 percent and new energy vehicles offers the best long-term solution for compared with conventional vehicles of the same class. GM has sustainable and green transportation. The eAssist system is a also achieved breakthroughs in two new energy technologies: hybrid propulsion system that takes advantage of an advanced fuel cells and Voltec electric drive. lithium-ion battery and a 15-kW motor-generator to achieve
Chevrolet Volt
The Chevrolet Volt was one of the first extended-range electric vehicles sold in China and the most technologically advanced new energy vehicle to reach the market. It combines a high-energy lithium-ion battery pack with an advanced electric drive unit for extended range. The extended-range mode features a gas-powered generator that can produce electricity to add hundreds of kilometers of driving range. The Chevrolet Volt
Up to 80 km 16-kWh lithium-ion Charging takes 0 to 100 km in of emission-free battery pack only 6.5 hours to less than 9s driving complete
Key Performance Data of the Chevrolet Volt
4.3. Green Product Cycle
GM is proud to be an industry leader in energy, emissions, waste, and water reduction. With the goal of achieving operational excellence, GM China has been conserving energy and resources throughout the product cycle to minimize the The Chevrolet Volt, an advanced new energy vehicle environmental impact of vehicle manufacturing processes.
GENERAL MOTORS CHINA 17 Shanghai GM/PATAC Guangde Proving Ground: A Natural Habitat
A 2,500-square-meter garden was built at the Shanghai GM/ PATAC Guangde Proving Ground to benefit pollinators such as bees and butterflies, which are critical for 90 percent of flowering plants and one-third of human food crops worldwide.
4.3.1. Energy Efficiency Management
GM is pursuing a 20 percent reduction in energy use and through superior energy management. GM China has made carbon emissions worldwide by 2020. Through 2014, GM an ongoing effort to integrate energy-efficient practices in all decreased manufacturing energy and carbon intensity by 11 of its facilities, contributing to its global energy reduction goals. percent against a 2010 baseline, and increased renewable As of the end of 2014, 14 GM plants in China had met the U.S. energy use by over 30 MW to just over 100 MW globally. Environmental Protection Agency’s ENERGY STAR® Challenge for Industry, four of which were repeat achievers. To meet the For the second consecutive year, GM received the 2014 challenge, plants must reduce energy intensity by 10 percent ENERGY STAR® Partner of the Year – Sustained Excellence within five years. Award for continued leadership in protecting the environment
Improvement Achieved by GM Sites in China that Met the ENERGY STAR® Challenge in 2014
31.0%
20.5%
12.1% 13.8% 10.7%
Shanghai GM Dong Shanghai GM Jinqiao SAIC-GM-Wuling Shanghai GM Dong Shanghai GM Jinqiao Yue Motors Foundry Engine & Transmission Qingdao Engine Plant Yue Motors Assembly South Assembly PlantTransmission Plant Plant Plant
January 2011-June 2014 March 2012-June 2014 January 2011-June 2014 2011-2014 2011-2014
GENERAL MOTORS CHINA 18 GM China is working with its partners to improve the sustainability of its plants across China. At an SAIC-GM-Wuling plant in Liuzhou, Guangxi, for example, no heating is used in winter except in the paint shop to meet paint booth temperature and humidity requirements. Utilizing natural ventilation and harvested daylight also makes it one of the lowest energy- consuming plants in the world.
Dongyue Foundry reduced energy intensity by 12.1 percent throughout the facility.
4.3.2. Waste Management
It is important to reduce the quantity of waste created and the amount of hazardous substances, pollutants and contaminants entering the environment prior to recycling, treatment or disposal. GM recycles more waste from its worldwide facilities than any other automaker, and has the highest number of landfill-free facilities.
122 landfill-free 11 landfill-free operations in China, manufacturing facilities which on average reuse, recycle, or Reduced waste at its and 25 landfill-free non- compost 94% of their waste from daily facilities by 10% on a manufacturing sites operations, and convert the rest to energy, kg-per-vehicle basis with a small fraction incinerated worldwide 01 02 03
GM’s Waste Management Performance by the end of 2014 04 05 Facilities recycle, reuse, and compost 85% of Vehicles are on average 85% recyclable the waste they generate, avoiding over million and 95% recoverable globally by 10 weight at the end of their useful life metric tons of CO2-equivalent emissions
4.4. Green Supply Chain
GM recognizes its suppliers as crucial business partners chain management system trains suppliers through transparent and works with them to increase their energy efficiency while engagement, enabling them to deliver high-quality, sustainable optimizing their economic performance. GM China’s supply products.
GENERAL MOTORS CHINA 19 4.4.1. Supplier Management and Training
GM China maintains regular communication with its suppliers Training. In China, tier 1 suppliers receive training to ensure and supports their development of environmentally sound their business operations adhere to GM’s safety and production down the supply chain. Based on GM supplier environmental standards. Responsibility is passed down the principles, GM China’s local suppliers must be ISO 14001 supply chain. To further engage suppliers beyond tier 1, GM has (EMS) compliant and make efforts to reduce their environmental been updating its training outreach plans since 2014, using a impact. three-pronged approach: self-assessment, Web-based training and in-person workshops using case studies for practitioners. GM has partnered with the Automotive Industry Action Group In addition, GM carries out annual audits on suppliers to check (AIAG) globally to carry out Supply Chain Responsibility that environmental practices are in use.
4.4.2. Green Supply Chain Program
In 2005, GM China launched the Green Supply Chain Program initiative helps reduce material wastes and CO2 emissions in with the World Environment Center (WEC) Society of Automotive the manufacturing processes of 27 Shanghai GM suppliers. Engineers of China (SAE-China). To address cleaner production The program also encompasses two SAIC-GM-Wuling plants processes and energy efficiency of joint venture suppliers, this and 25 of its supplier plants.
Annual Reduction of Waste by 2 SAIC-GM-Wuling Plants and 25 Suppliers
Electricity Compressed Air 20,400,000 kWh 63,500 cubic meters
Natural Gas Water 480,000 cubic meters 56,100 tons
Steam Waste Gas 17,200 tons 12,000,000 cubic meters
Waste Water Greenhouse Gases 37,800 tons 20,400 tons
GENERAL MOTORS CHINA 20 4.5. Green Office
GM China aims to reduce the environmental impact of its daily GM China’s green buildings implement comprehensive operations, adopting green building principles and creating energy reduction and water conservation strategies as well. a healthy environment for its employees and the community. The U.S. Green Building Council's Leadership in Energy Efforts include limiting toxins and chemicals that contribute and Environmental Design (LEED) program awarded the to indoor air pollution and installing CFC-free air conditioning GM Campus in Shanghai Gold Certification and the GM systems and air purifiers. GM China also uses low-emitting China Advanced Technical Center (ATC) was awarded Silver materials inside its offices and each floor has waste recycling Certification. bins designated for food waste, paper, plastic, metal, and glass.
2014 Energy and Water Conservation at the GM Campus in Shanghai
01 03
Use LED lights for road lighting, Turned off one tube in restrooms and landscape each lighting fixture in lighting non-working areas
Actions 04
02 Reduced compressed air pressure from 6.5-8.0 kg to 5.5- Added motion sensors 7.0 kg in the GM China Advanced to stairway lights Technical Center (ATC) and Advanced Materials Lab (AML) buildings
Key Saved 371,383 kWh Results of electricity, which is equal to 9 percent of electricity Used 20% less consumed in 2013 energy and 30% less water than traditional offices Saved 370 tons of , which is equivalent CO2 to planting 20,233 trees
GENERAL MOTORS CHINA 21 Products and Customers
M China is focused on building and selling the world’s best vehicles. This Ginvolves exceeding its customers’ expectations for innovation, quality, 05 safety, customer experience and many other areas.
5.1. Product Development and Innovation
GM China is a leader in integrating the latest technology with product design. It has made many breakthroughs, such as its Voltec technology found in the Chevrolet Volt.
GM has two technical centers in China that are leveraging global The Pan Asia Technical Automotive Center (PATAC) and local talent and resources to support the development of advanced automotive technology solutions. The GM China Advanced Technical Center (ATC) is one of the most comprehensive automotive technical development centers in China. The Pan Asia Technical Automotive Center (PATAC) joint venture is one of the country’s leading automotive engineering and design centers.
On April 3, 2014, the ATC announced the start of operation of its Vertical Squeeze Casting (VSC) machine, which is the first in the world designed for developing next-generation magnesium The GM China Advanced Technical Center (ATC) castings.
5.2. Product Quality Management
GM China understands the great importance of product safety became the first powertrain facility in China to receive and is committed to building the world’s best vehicles. We are certification. The BIQ rating system was created to ensure that adopting advanced product safety and industry standards for GM facilities perform at the highest level and produce zero designing, manufacturing and selling our products. defects. By the end of 2014, six plants in China had achieved BIQ L4 certification, demonstrating that they have met GM’s In 2014, four plants in China received Built-in-Quality Level worldwide quality standards and successfully adopted GM’s IV (BIQ L4) certification. Shanghai GM Dong Yue Powertrain Global Manufacturing System.
GENERAL MOTORS CHINA 22 The Plants Awarded Built-in-Quality Level IV (BIQ L4) in China by the end of 2014
Time Achieved BIQ L4 Shanghai GM Dong Yue Powertrain receives BIQ L4 certification.
May 2013 Dong Yue South Veh. Shanghai GM
December 2013 Jinqiao North Veh. Shanghai GM
January 2014 Norsom 1 Veh. Shanghai GM
Norsom 2 Veh. Supplier Quality Excellence Awards Shanghai GM Created in 2012, GM China’s annual Supplier Quality Excellence Awards demonstrate appreciation for our Dong Yue Powertrain suppliers’ shared commitment to put the customer at July 2014 Shanghai GM the center of everything we do and to earn customers for life by helping deliver high-quality products and a world-class ownership experience. In 2014, GM China recognized 135 of its top suppliers with the Supplier September 2014 Liuzhou Powertrain Quality Excellence Awards. SAIC-GM-Wuling
5.3. Vehicle Safety
For the 2014 model year, 63 GM models GM China is ensuring the safety of its customers and vehicles. It has introduced the OnStar in-vehicle safety and security system – including nine sold in China in many of its products and implemented the Interoperability – received the highest possible overall vehicle Testing Project. score for safety in their respective markets’ new car assessment programs carried out by third parties.
GENERAL MOTORS CHINA 23 5.3.1. OnStar In-Vehicle Safety 5.3.2. Interope rability Testing and Security System Project for New Energy Vehicles In 2009, Shanghai GM began equipping selected Chevrolet, Cadillac, and Buick models with OnStar. The system provides GM China launched the Interoperability Testing Project in in-vehicle safety, security and communication using wireless cooperation with the Shanghai Motor Vehicle Inspection and Global Positioning System (GPS) satellite technology. Center (SMVIC) and the Shanghai International Auto City There are more than 800,000 active subscribers across China. (SIAC) to advance the safety performance of new energy vehicles (NEVs). The Interoperability Testing Project calls OnStar has continued evolving, introducing services such as for the implementation of safer and more reliable battery Automatic Crash Response and Emergency Service to ensure charging equipment and standards in China, and is advocating immediate help in dangerous and life-threatening situations. In addressing the incompatibility between different types of 2014, OnStar announced its new user-friendly services: Traffic NEVs and their various types of charging posts. SIAC invited on Demand and the new-generation OnStar mobile app. To a number of automakers and their charging post suppliers to provide better and faster service, a third OnStar call center provide NEVs and charging posts for testing. The goal is to opened in Chongqing. greatly enhance the safety and reliability of electric vehicles and charging posts, and improve Chinese charging standards.
5.4. Improving the Customer Experience
GM attaches great importance to not just meeting but exceeding the demands of its customers. By establishing effective customer communication channels and enhancing customer satisfaction and engagement, Shanghai GM has established and maintained a solid customer relationship.
5.4.1. Effective Customer Communication
Customers enjoy a wide range of benefits, including a hotline, Shanghai GM has launched an efficient customer complaint newsletters, and invitations to auto shows. GM also leverages response system to ensure a quick response to its customers’ the media and the Internet to reach out to customers to hear complaints and suggestions. Once it receives a complaint, the their thoughts, including their complaints, in a convenient way. Quality Department immediately reviews it and dispatches it Shanghai GM has divided its customers’ needs into several to the relevant department. Shanghai GM also has a special areas and refined the content of customer communication team that includes a variety of experts covering every aspect of through product consulting, aftersales consulting, quality products and service to respond to customer inquiries. complaints, settlement of disputes, and suggestions. Customer feedback is passed up to relevant departments in an accurate and timely manner.
GENERAL MOTORS CHINA 24 5.4.2. Enhancing Customer Satisfaction
Customer satisfaction is a key indicator of our overall quality of Shanghai GM established a special department to screen, sort, service. Shanghai GM conducts internal and third party surveys and analyze the information and data collected in customer to measure customer satisfaction. It uses the survey results to satisfaction surveys. A quality management committee, identify problems and enhance customer satisfaction in future customer satisfaction improvement meeting mechanism, and projects. In surveys carried out by J.D. Power, a large number strict report submission process have also been set up to of Shanghai GM products have ranked among the highest in monitor progress on improving customer satisfaction. their segments in performance, design, quality, reliability, and customer service.
5.4.3. Encouraging Customer Engagement The winner at Weifang stop had a fuel consumption of 4.6L/100km. Customer satisfaction cannot be improved without customer engagement. A variety of customer engagement activities have been implemented by GM China to build and strengthen the connection with its customers. The GM China Consumer Fuel-Saving Challenge has been particularly successful in encouraging customer engagement.
GM China Consumer Fuel-Saving Challenge
The GM China Consumer Fuel-Saving Challenge was created in 2011 to demonstrate how GM China is addressing demand for high fuel efficiency through our products. To engage more consumers, GM China shared fuel-saving tips and provided updates via Weibo and WeChat.
Under the theme of “Use Less Fuel, Have More Fun,” the 2014 GM China Consumer Fuel-Saving Challenge showcased the fuel economy of products from the Chevrolet, Buick, and Baojun brands at its three stops across China.
At the final stop on December 13 in Guiyang, Guizhou, 10 Chevrolet Trax 1.4T owners drove 104 km to see who could achieve the best fuel economy. They learned more about the Trax through a series of innovative activities. Among them was the GM China Fuel-Saving Mini Academy, in which vehicle owners received training on how to save fuel in their daily commutes through an onsite driving simulation.
GENERAL MOTORS CHINA 25 Employee Management and Care
M China upholds a high-performance culture and values the contribution 06 Gof our employees to the company’s continuous development. Based on this vision, we manage human resources through a set of people-oriented mechanisms to acquire and develop top talent, and to ensure the safety and health of our employees. Employees are also engaged in the company’s decision making to make GM China a workplace of choice.
6.1. Talent Acquisition They participated in well-designed learning activities and engaged in cross-functional networking. Feedback showed that the program made good use of their talent and helped them Talent acquisition constitutes part of GM China’s strategic to develop new skills. As of the end of 2014, the program had business plan. To identify and attract outstanding talent, recruited 38 interns. we have built a strong talent pipeline and launched several innovative programs.
6.1.1. Summer Intern Program
To identify young talent from top universities, GM launched the annual Summer Intern Program in 2013. The two- month internships provide a hands-on experience that allows participants to gain valuable insight into the global automotive business, develop their core professional skills and competencies, and receive individual training. The young talent also brings fresh ideas to their teams.
In 2014, GM China held three Campus Talks at two leading universities in Shanghai to promote the internship program. It received the full support and engagement of the company’s senior leadership team. It also held an activity at Beijing’s Tsinghua University for the first time. Seventeen talented Engaging talented students in the Summer students were selected from among 5,654 internship applicants. Intern Program
GENERAL MOTORS CHINA 26 resources specialists from GM China and Shanghai GM at the China PACE Forum. Intern Feedback In 2014, GM China and its joint ventures hired 265 students “During the summer, we received training from PACE universities. They accounted for 43 percent of new and were inspired to realize and explore our hires. SAIC-GM-Wuling recruits 40 new employees annually potential. GM had this magic power to get me to from GM’s newest PACE partner, the Wuhan University of devote all of my passion and power to the work.” Technology (WHUT).
- Harry Hu, a 2014 summer intern in GM’s Global Purchasing and Supply Chain (GPSC) Department
6.1.2. PACE Program
Another example of how GM is supporting the development of talent is the Partners for the Advancement of Collaborative Engineering Education (PACE) program. Through partnerships with four top universities in China since 2002, the program has helped develop more than 1,300 engineers and designers who joined GM globally in the past four years alone. Students receive practical experience using leading-edge digital tools while at the university level, as well as through their participation in PACE-sponsored vehicle collaboration projects and competitions. GM provides internships for PACE students The 2014 PACE program participants and gives them an opportunity to communicate with human
6.2. Employee Growth and Development
With the aim of improving employee performance and retaining talent, GM China has made talent development a priority. It is aligned with the company’s long-term strategy.
6.2.1. Growth and Promotion Support
GM China provides high-potential local talent with a wide and professional development. The company also provides range of career development opportunities. These include a variety of career development services and tools such as a robust progression and succession plans for critical positions, website for employees to build their own career plans and take and international assignments that accelerate their personal advantage of career growth opportunities.
GENERAL MOTORS CHINA 27 6.2.2. Learning and Development Support
In alignment with GM’s global talent and development strategies and based on the 70-20-10 development principle, we continuously improve our learning and training systems to GM China’s 70-20-10 Employee ensure our employees get the most out of them. Development Support
70% first-hand experience
20% feedback from mentors and coaches Employee growth resources 10% training
Employee trainings in 2014 • Training programs
At GM China, an extensive training system enhances employees’ expertise, business dexterity and leadership skills. In 2014, GM China introduced several new training programs and provided 7,560 hours of training to employees.
New training programs developed in 2014
• Local programs such as • Business Fundamentals • Global Leadership Compass New Leader Orientation, and programs such as Management Golf and • Soft Skills and Career Emerging Leaders Interview Skills Development • Cross-Functional Career Panel Discussions
The Leadership Effectiveness Series The Professional Learning Series
GENERAL MOTORS CHINA 28 • Career Development Month
In 2013, GM designated November Career Development Month to support employees with their career development through various activities.
During Career Development Month in 2014, GM China organized a series of learning activities that included career development workshops and career talks. A total of 244 employees participated in these activities. Participants were highly engaged and the sessions received positive feedback. GM also launched “Career Matters” – an e-magazine that focuses on career development.
Voice of Employees:
“We can be motivated by and learn from leaders through their sharing of career growth stories and experiences.” Employees participating in - A GM employee Career Development Month
6.3. Workplace Safety GM is dedicated to industry leadership in the area of workplace safety. Starting with a renewed focus that makes workplace and Health safety the personal responsibility of every employee, GM is transforming its safety culture to elevate it to a new level. Our Employee safety and health take priority in the workplace. We top priority is to instill a new safety vision: “Live Values that cooperate closely with our employees to ensure compliance Return People Home Safely. Every Person. Every Site. Every with safety rules, address potential safety risks in a timely Day.” manner, and enhance employees’ awareness and knowledge of safety and health issues.
Five Strategies for Transforming GM’s Safety Culture and Achieving a New 6.3.1. Workplace Safety Safety Vision
In full compliance with GM’s global workplace safety standards, 1. Develop a safety management system to ensure GM's operations in China strictly implement GM’s global safety compliance with regulations and conformance with GM management systems. The goal is to ensure a safe and healthy standards working environment for employees across China. 2. Drive risk mitigation
GENERAL MOTORS CHINA 29 6.3.2. Health Care for Employees 3. Leverage personal accountability and safety branding to transform the safety culture GM China addresses the health of its employees by providing 4. Utilize continuous improvement tools and technology to health insurance and support, and sharing health information. eliminate waste and drive business value 5. Develop and execute fatality prevention to drive and sustain zero fatalities
• Health Checks
In 2014, GM China improved its general health check program. The program provides employees with benefits and supports them in case of critical illness.
• Health Information Sharing
• GM China Safety Management As air pollution has become a concern in many parts of China, we continued to carry out PM2.5 testing of air in office areas at At GM China, emergency response plans are in place and the GM Campus in Shanghai. Thanks to an efficient filtration emergency evacuation drills and safety stand down training system, the inside air quality of the headquarters building is are carried out on a regular basis. In addition, designated within the GB code. In addition, we invited professionals to give individuals from different functions carry out safety inspections health care lectures to our employees on a quarterly basis on on a monthly basis to identify and resolve potential safety a variety of topics that included diet, fitness, dental care and issues. disease prevention. GM China also offered advice on living a healthy lifestyle through a monthly employee newsletter and In 2014, work continued on making effective safety regular guest lectures. improvements, including adding soft edges to stairs, putting up safety notices and replacing glass fire hydrant covers with • Health Day stainless steel covers. GM China has held Health Day at the GM Campus in • Shanghai GM Safety Management Shanghai since 2013. Health Day 2014 provided on-site health screenings, presentations on health and nutrition, and CPR To optimize safety, Shanghai GM established the Company demonstrations. GM China plans to continue Health Day in Safety Committee, which holds monthly meetings to review Shanghai and extend it to its Beijing office in the future. safety issues and develop action plans to manage workplace safety.
Shanghai GM uses the Safety Man management model, in which all employees carry out safety inspections in their working areas. At each level of safety management, Shanghai GM has formulated and improved safety observation standards. Shanghai GM has also adopted the OHSAS 18001 management system for external construction contractors. It coordinates and assists with project management partners on standardized inspection tools for construction projects.
In addition, safety training is provided on a regular basis. Key topics include high-risk operations and construction projects. Health Day at the GM Campus Regular fire drills are also part of Shanghai GM’s safety focus.
GENERAL MOTORS CHINA 30 6.4. Employee Engagement and Care
As a people-oriented company, GM China strives to create DRIVE STANDS FOR DEVELOP, a friendly and pleasant workplace for its employees. The DRIVE strategy and DRIVE Team were established in 2012 to REWARD AND RECOGNIZE, INFORM, encourage employee engagement and improve employee care. VALUE, AND ENERGIZE.
6.4.1. Employee Engagement and Communication
GM China engages employees in corporate management and • Workplace of Choice Survey workplace improvement. We focus on vertical communication among employees at different levels as well as horizontal To enhance corporate management and employee satisfaction, cross-functional communication. GM carries out a Workplace of Choice Survey on a regular basis.
Measures Implemented in 2014 to Address Issues Identified in the Workplace of Choice Survey
• Leader communication • Cross-functional leader strategy discussion panels
• Vehicle purchase program • Internal innovation
• Understanding other • GM Campus and cafeteria functions improvement
• Fundamental business • Diversity and inclusion training suite
GENERAL MOTORS CHINA 31 6.4.2. Employee Activities and Care
GM China engages employees in corporate management and workplace improvement. We focus on vertical communication among employees at different levels as well as horizontal cross-functional communication.
• Diversity and Inclusion In addition, GM sponsored the Global Advancement of Women Conference 2014 in Beijing, which was initiated by Working GM promotes diversity and inclusion. The GM Women’s Council Mother Media. The conference aimed to encourage discussions China was established in 2005 to encourage workplace diversity about the challenges and opportunities facing professional and support female employees with their career development women, and help them build career action plans and skills they and self-fulfillment. It organizes lectures and other activities on need to advance in the future. A group of 18 GM China and GM issues of concern to women. International employees joined the two-day conference.
On November 21, 2014, Marina Shoemaker, GM director of Global Diversity Strategy, led a workshop on driving a workplace of diversity at the GM Campus in Shanghai. Seventy employees attended and exchanged views on career development. From GM China’s Director of Human Resources:
“I was proud of our participation in this important
At the workshop, Shoemaker encouraged attendees to global conference, as it represented both the support projects with diversity in mind, support the GM diversity and the strength of our work force. I Women’s Council China and further help educate the believe the perspective and insights gained by the community. attendees will enhance all of GM China.”
- Robert Treme, director of Human Resources, GM China
GM director of Global Diversity Strategy Marina The Global Advancement of Women Conference Shoemaker's workshop on workplace diversity 2014 in Beijing
GENERAL MOTORS CHINA 32 Social Contribution
M China regards giving back to society as part of its duty as a good Gcorporate citizen. In 2014, GM maintained its support of a greener, safer, 07 smarter, and healthier community in China.
7.1. Road Safety
GM China has made road safety a priority, especially for children.
• Safe Kids Safe Ride Program
Over the last 17 years, GM and the General Motors Foundation have been working together with Safe Kids Worldwide in the U.S. to help protect children. With the goal of reducing vehicle- related child injuries and getting children to understand the importance of passenger safety in China, GM China officially launched the Safe Kids Safe Ride program on June 21, 2014, in partnership with Safe Kids Worldwide.
The initiative uses interactive activities to provide road safety education for children and their parents across China. Volunteers from GM China and its Shanghai GM and Shanghai GM Executive Vice President and President of GM OnStar joint ventures provide instruction on the use of child China Matt Tsien took part in the Safe Kids Safe safety seats and safe driving habits. In 2014, 500 volunteers Ride program, emphasizing that public awareness visited 25 kindergartens and primary schools across China. starts with early education. Children learned about safe behavior when they are around vehicles and helped their parents develop good driving habits.
Voice of Volunteers
“We shared some very important but easily forgotten safety tips. As both a car owner and a father, I plan to share these tips with my friends and family members.”
- Frank Hu
Volunteers partake in Safe Kids activities
GENERAL MOTORS CHINA 33 • Safe Road Project Stakeholders’ Remarks The Safe Road project was launched by GM China in “We appreciate the contribution of GM China to cooperation with Chinese wiki Hudong in June 2011. The improving children’s safety. We hope the Safe project spanned three years, raising public awareness of road Kids Safe Ride program will continue to engage safety by leveraging new media platforms. Our customers were society for the benefit of the most vulnerable also engaged in the Safe Driving School and learned proper vehicle users.” driving habits in various weather conditions. By the end of 2014, the Safe Road project website had received more than - Monica Cui, executive director, Safe Kids China 15 million page views and collected 764 ideas and 239 books related to road safety.
7.2. Environmental Protection
GM China recognizes that environmental protection is everyone’s responsibility. In addition to reducing the impact of our products, facilities, and supply chain on the environment, GM China is contributing to environmental protection through a number of educational activities.
• GM Restoring Nature's Habitat Project
The GM Restoring Nature’s Habitat Project was launched in March 2012 in cooperation with the China Environmental Protection Foundation (CEPF). Aiming to improve the habitat of migratory birds, the three-year initiative assisted three national nature reserves in eastern China. Volunteers were trained and recruited to help improve local water quality, resist invasive alien species, and recover breeding habitats. The project also conducted an ecological survey and provided public environmental education to help raise conservation awareness.
On April 10, 2014, 29 volunteers from GM China and Shanghai GM participated in a marsh-clearing activity at the Shanghai Chongming Dongtan National Nature Reserve, helping to create an eco-friendly environment for migratory birds. Volunteers also gave talks at the wetland’s environmental education center Volunteers improve habitats for migratory birds at the Shanghai Chongming Dongtan National to build understanding among visitors of the significance of Nature Reserve. protecting birds and its ecological impact.
7.3. Supporting Talent Development
Talent development is crucial for innovation. To cultivate automotive industry talent, GM and GM China provide high-level training and help develop the skills needed for future automotive technicians, engineers, and designers through hands-on learning experiences.
GENERAL MOTORS CHINA 34 • PACE Program
In 1999, the Partners for the Advancement of Collaborative Engineering Education (PACE) program was established to foster engineering and design talent. PACE is an alliance between five partner companies, supported by 16 software and hardware contributors, which enables university students to get a head start in using advanced digital tools. Students have the opportunity to develop product design skills, work on real-life technical projects and align themselves with industry expectations. The opening of the PACE Center at Wuhan University of Technology in 2014 The PACE program started in China in 2002. The program has been launched at four leading universities in China, including the Wuhan University of Technology (WHUT) in 2014. The PACE GM and its partners have donated software and Center at WHUT received software and hardware donations valued at $433 million. In addition to financial support, GM hardware valued at over $1.2 billion to offers intellectual and technical support by providing mentors the four Chinese PACE universities to support the for PACE projects, participating in project reviews and working development of Chinese students. with partner universities on collaborative projects.
• Shanghai GM ASEP
The GM Automotive Service Educational Program (ASEP) was technician career. Aiming to develop qualified talent in the initiated by GM North America in 1979, combining state-of-the- Chinese vehicle aftermarket, Shanghai GM launched ASEP art automotive service, academic coursework, and internships in 2005. It has delivered practical technical skills training and to provide students with the skills needed for an automotive shared its technology with students at 26 vocational schools.
7.4. Improving Public Health
As part of its efforts to help create a greener, safer, smarter, and healthier community in China, GM supports the improvement of rural health care.
• SAIC-GM-Wuling Fraternity Clinics
SAIC-GM-Wuling has been collaborating with the Chinese Red Cross Foundation (CRCF) since 2007, building 130 Fraternity Clinics throughout China with the donation of over RMB 15 million. These clinics have become major health centers for local residents and have greatly improved local health care A local villager gets treated at a SAIC-GM-Wuling Fraternity Clinic. services.
GENERAL MOTORS CHINA 35 In November 2014, SAIC-GM-Wuling and CRCF jointly launched Over the next three years, SAIC-GM-Wuling plans to invest a new type of Fraternity Clinic that supports rural doctor training, another RMB 15 million to complete the comprehensive serious illness screening, and volunteer services, in addition to upgrade of its Fraternity Clinics, focusing on standardization, providing ordinary health care services. It also promotes health medical resources, volunteer services, serious illness care, and education, immunizations, and family planning. As of 2014, the upgrade of technological capacity while phasing out old new Fraternity Clinics have been established in Meiluo Village, equipment to improve rural medical care. which is located in Ya’an, Sichuan.
7.5. Disaster Relief
On August 3, 2014, a 6.5 magnitude earthquake hit Ludian County in Yunnan. It was the strongest earthquake to hit the province in 18 years, resulting in thousands of casualties and affecting over a million people.
GM China quickly responded. The following day, it pledged a donation of RMB 2 million for relief efforts in Ludian. Through the China Foundation for Poverty Alleviation (CFPA), the GM provided swift disaster relief after the Ludian donation purchased much needed items, including clothing, earthquake in 2014. blankets, rain protection gear, and food.
Remarks from GM China’s President
“GM is pleased to be able to lend a helping hand to the residents of Ludian County following the tragic earthquake. We hope our donation will enable those impacted to rebuild their lives quickly.”
- GM Executive Vice President and President of GM China Matt Tsien
7.6. Advocating Volunteerism
GM regards volunteering as a chance for employees to give back to the community while enriching their lives. GM China and its joint ventures encourage volunteer participation to support CSR initiatives.
GENERAL MOTORS CHINA 36 • Visiting the Ya’an Earthquake Zone
In December 2014, a group of GM China volunteers visited the former Ya’an earthquake zone in Sichuan. They inspected the four clinics and GM volunteers visited Ciji Primary School. four multimedia classrooms in Tianquan County and Mingshan District built with the RMB 4.09 million donated by GM China and its employees immediately after the earthquake. The volunteers taught children about traffic safety at the Ciji Primary School in Qianjin Village with the support of the China Foundation for Poverty Alleviation (CFPA) and the Ya’an Traffic Police Detachment. The children learned official traffic gestures and important safety lessons about playing and crossing the road around Volunteers revisiting the Ya'an vehicles. earthquake area
Voice of Volunteers
“I made a donation to Ya’an earthquake relief. I was pleased to see for myself that the people of Ya’an have been positively impacted by our support. It demonstrates the power of corporate social responsibility for Wang Zhizhi plays basketball with students in the Red Chalk Program. changing people’s lives.”
- Colin Chen • Expanding Horizons with the Chevrolet Red Chalk Program
Since the Chevrolet Red Chalk Program started in 2006, more than 500 volunteers have taught at 49 village schools in 27 provinces across China. In June 2014, 10 volunteers –including Sharon Nishi, general director of Chevrolet Sales and Marketing at Shanghai GM, and Wang Zhizhi, a famous Chinese basketball player, taught students at the Shuanggang Primary School in Tongyu County, Jilin. They and other volunteers engaged the students’ skills and creativity in different ways by offering a music and sign language course, charcoal drawing class, basketball tutorial, and an interactive course on road safety.
• SAIC-GM-Wuling Volunteers Deliver Student Grants
In September 2014, the SAIC-GM-Wuling Partner Fund provided 80 grants for primary and secondary school students in need in Weifang, In 2014, a microfilm titled “Voices in Shandong. Over 30 volunteers who formed 10 the Mountains” by famous director teams used Baojun’s “Compassionate Cars” Zhang Yang was made based on the to deliver the grants. The funds enabled the stories of the program’s volunteers. students to continue their studies. It showcased how volunteers SAIC-GM-Wuling volunteers inspired children in an impoverished devote their time to deliver area in Tibet. student grants.
GENERAL MOTORS CHINA 37 2014 GM China CSR 08 Awards
GM China was recognized as the fourth-best Fortune 500 Company for CSR Practices.
Category Award Issuing Description Organization
Automotive Industry The Cadillac XTS and Buick J.D. Power Asia Pacific Encore were first in their segments in the J.D. Power Asia Pacific 2014 China Initial Quality Study (IQS).
The Cadillac XTS and Buick Encore were first in their segments in the J.D. Power Asia Pacific 2014 China Automotive Performance, Execution and Layout (APEAL) Study.
Cadillac was second among luxury brands in the J.D. Power Asia Pacific 2014 China Customer Service Index (CSI) Study.
Environmental GM was recognized by the Wildlife Wildlife Habitat Council Performance Habitat Council for creating a wildlife habitat and enhancing biodiversity at the Shanghai GM/ PATAC Guangde Proving Ground in Anhui. It was the first company
GENERAL MOTORS CHINA 38 in China to earn certification from the international nonprofit organization for its habitat program.
Shanghai GM Dong Yue Powertrain U.S. Environmental and the Shanghai GM Jinqiao Protection Agency (EPA) North Plant earned U.S. ENERGY STAR ® Challenge for Industry recognition for the second time.
Other GM facilities honored included the Shanghai GM Dong Yue Foundry, SAIC-GM-Wuling Qingdao Assembly Plant and Engine Plant, Shanghai GM Jinqiao Powertrain Plant and Shanghai GM Norsom Motors Assembly Plant 2.
Social Contribution GM China was recognized as Southern Weekly the Fourth-Best Fortune 500 Company for CSR Practices.
Awards for Individuals GM Executive Vice President and Shanghai Municipal President of GM China Matt Tsien Government received the Magnolia Award, which was created in 1989 to honor foreign experts, scholars and entrepreneurs who have made outstanding contributions to Shanghai’s economic and social development.
Remarks from GM China’s Vice President
“Our employees, our partners and the public have gotten involved to help create a greener, safer, smarter, and healthier community in China.”
- Albert Xie, GM China vice president of Public Policy and Government Relations
GENERAL MOTORS CHINA 39 June 1: As part of the Chevrolet Red Chalk Program, GM China employee volunteers taught at the Shuanggang Primary School in Tongyu County, Jilin.
June 21: GM China launched the Safe Kids Safe Ride program with Safe Kids Worldwide to raise awareness of children’s safety around and in vehicles, and reduce vehicle-related child injuries. Employees of GM China and its joint ventures volunteered at 30 activities held at kindergartens and primary schools.
March 18: Buick joined China June 28: GM China kicked off the 2014 Central Television (CCTV) to support Consumer Fuel-Saving Challenge in Huzhou, the Good Drivers of China campaign, Zhejiang, to demonstrate how GM is addressing which was created to promote good demand for high fuel efficiency through the driving habits nationwide. products it builds and sells across China.
April July March June
April 3: The GM China Advanced July 8: Shanghai OnStar introduced Technical Center (ATC) announced the Vehicle Alarm Notification the start of operation of its Vertical service. Squeeze Casting (VSC) machine – the first in the world designed for developing next-generation July 12: SAIC-GM-Wuling broke magnesium castings. ground for its new R&D center and proving ground in Liuzhou, Guangxi, April 12: Shanghai GM announced to support the development of new the new “Route Awakening” China vehicles for China. Culture Tour to showcase traditional Chinese culture and support the protection of China’s cultural heritage.
April 20: Shanghai OnStar introduced an upgraded voice recognition system, a new-generation mobile app and an enhanced security service.
April 30: GM China supported the opening of a Partners for the Advancement of Collaborative Engineering Education (PACE) Center at the Wuhan University of Technology to help prepare students for careers in design and engineering. October 17: GM Executive Vice December 1: GM China President and President of GM volunteers visited the former Ya’an China Matt Tsien discussed GM’s earthquake zone in Sichuan to vision for making urban mobility inspect the four clinics and four and intelligent driving solutions a multimedia classrooms built with August 28: Shanghai OnStar reality, along with the important funds donated by GM China and its became China’s first telematics role that China is playing, at the employees, and provide traffic safety service provider to launch a service Fifth Annual Meeting of the Global lessons to local primary school platform on WeChat. Automotive Forum in Wuhan. students.
September November August October December
September 4: GM Executive Vice November 14: GM reached 3 President and President of GM China million sales in China in 2014. It was Matt Tsien received the Magnolia the second consecutive year that it Award from the Shanghai Municipal reached the mark. Government for contributions to the economic and social development of Shanghai.
September 26: Shanghai OnStar announced the launch of the Trip Wizard website map service and upgraded OnStar mobile app. It also began cooperation with AutoNavi to open up a new era of worry-free travel.
2014 GM CSR Milestones in China