Full Report

General Motors Company's management explains the business in its own materials. The slides below do the most of that work, pulled from the documents preserved in Sources. Each source link opens the complete presentation at that slide in a new tab.

Growing a Digital Services Profit Engine (OnStar / Super Cruise) — 2026

A standalone deck on OnStar and Super Cruise: what the subscription business is, how prepaid plans convert, and what it earns. · Open the full document →

A Stronger and More Resilient General Motors — 2025

The clearest overview of how GM makes money: a decade of restructuring, pricing, the captive finance arm and capital returns. · Open the full document →

Q2 2026 Earnings Presentation — Q2 2026

The most recent quarter: current segment economics, the cost of the EV wind-down, and the 2026 guidance now in force. · Open the full document →

More from management

Q4 and Full-Year 2025 Earnings Presentation — FY2025 · 42 pages · Full-year 2025 results and the original 2026 guidance, including the $6.0B of Q4 EV-related charges. · Open →

Q4 and Full-Year 2024 Earnings Presentation — FY2024 · 48 pages · The 2024 peak - $14.9B EBIT-adj. before tariffs - and the 2025 guidance management set against it. · Open →

Investor Day 2024 - Mary Barra Keynote — 2024 · 21 pages · The CEO's investor day slides. Headline numbers over photographs, so the substance sits in the spoken remarks. · Open →

Q4 and Full-Year 2023 Earnings Presentation — FY2023 · 45 pages · How GM framed the EV ramp and its 2024 targets before both were cut back - useful for what changed. · Open →

Q3 2023 Earnings Presentation — Q3 2023 · 40 pages · The last deck presenting Cruise as a growth business, alongside the Ultium battery plans of that period. · Open →

---

General Motors Company's management answers for the business every quarter. These are the exchanges that explain it best — verbatim, from the call transcripts preserved in Sources. Each link opens the full transcript at that page in a new tab.

Q2 2026 Earnings Call — Q2 2026

The current state of the business in management's own framing: margins back in the target band, the truck launch, and the case that software, defense and insurance make GM less cyclical. · Open the full transcript →

Capital allocation stated as arithmetic: free cash flow funds buybacks, and the share count is down 35% in three years.

Paul Jacobson (EVP and CFO): On capital allocation, our strong first half-adjusted automotive free cash flow of $6.3 billion allowed us to continue executing against our share buyback program. In the second quarter, we made $2 billion in open market share repurchases, retiring approximately 25 million shares, which brings our first-half total to $2.8 billion repurchased and 36 million shares retired. This is nearly $1 billion more than the first half of last year, despite our EV restructuring efforts. We ended the second quarter with a diluted share count of 893 million, approximately 8% below where we ended the second quarter of 2025 and 35% below the second quarter of 2023. We have $3.5 billion remaining under our current repurchase authorization and expect to continue to consistently repurchase shares, supported by strong cash flow and our ending Q2 automotive cash balance of $19.7 billion.

p. 2 · Read in context →

How the warranty tailwind is built — cash outflows must plateau before accrual rates can come down.

Joe Spak (UBS); Paul Jacobson (EVP and CFO): Thank you. Second one is just on warranty, which seems like it's sort of coming in more favorable. Was wondering if you could maybe quantify how much warranty helped on a year-overyear basis in the quarter. Then if I recall, I think it's the third quarter where you typically have this reevaluation and potential reset of accrual rates. With respect to your full year commentary on warranty, I just want to make sure that really that's just sort of the better experience you've seen to date, and then there's maybe some potential for a reset to lower accruals later this year as well. Is that correct?

Paul Jacobson (Executive Vice President and Chief Financial Officer):

Yeah. As we said in the prepared remarks, Joe, it's about $500 million of benefit in the first half of the year. We increased from a billion-dollar year-over-year tailwind to a billion to a billion and a half. That's really as we're starting to look at what the September quarter Q3 adjustment will be, and as we go forward. We continue to see some good trends. It's not without some new challenges that pop up from time to time. I think the team overall is executing well. We think that this is part of the multi-year tailwind. Ideally, as we've talked about before, the monthly cash outflows plateau and then start to come down as we get through some of these historic quality spills, et cetera. That's where we can see benefit into 2027 and 2028 beyond what we're seeing in 2026.

p. 6 · Read in context →

The capital-discipline test applied to energy storage: partner for optionality rather than fund a plant in a commoditised business.

Paul Jacobson (EVP and CFO); question from Andrew Percoco (Morgan Stanley): Andrew, I think this has been obviously a topic across the industry. We've tried to approach it from, first of all, capital discipline as we look at the restructuring that we've done and so on. The idea, we turned down opportunities to put billions of capital into plants to tool up for what is already a highly competitive business based on potential extension of government credits and tax credits, et cetera. I think really what we're looking at here is how do we partner with technology that has synergies to the overall business, do it in a capital efficient manner. What we found in Peak Energy was the promise of a lot of technology, the ability to scale in something that we think is going to be cost effective, while at the same time we don't have to invest billions in capital to do it. We have a lot of optionality to participate as we choose. We're optimistic and in conversations with them, we think that there's a really good growth platform. We're going to be cautious rather than going all in into a hyper-competitive business.

p. 9 · Read in context →

Asked whether affordability is pushing buyers down-market, Barra says the long-predicted mix shift simply is not showing up.

Andrew Percoco (Morgan Stanley); Mary Barra (Chair and CEO): Then maybe my second question, just as it relates to, I know there's obviously a lot of attention on affordability. Doesn't seem to have really had an impact yet on demand for trucks. I know sometimes it takes a while for that to flow through. I'm just curious, as you think about your guidance for the remainder of the year, as obviously you made some comments about 2027, are you anticipating a mix shift more towards crossovers, understanding they're more profitable today than they maybe were two years ago? Just curious if you've made any underlying assumptions for that mix shift into maybe smaller, more fuel efficient vehicles in the back half of the year and into 2027. […] Well, Andrew, that's been predicted for several months now, and it's just not happening. We're seeing really strong full-size truck demand and full-size utility for that matter. We're building everything that we can sell. To your point, we're going to be guided by the consumer, and I mentioned how we've improved the profitability of our SUVs across the board. I think we're extremely well positioned from an affordability perspective to meet the customer where we are, but we're just not seeing it. I think something would have to happen for a long period of time before people would make potentially a different decision. We're seeing strength even though it's been predicted now for probably about three or four months.

p. 9 · Read in context →

Fleet reframed: no longer a dumping ground for excess capacity but a deliberately allocated, margin-neutral channel.

Mark Delaney (Goldman Sachs); Paul Jacobson (EVP and CFO): My other question was on fleet. It's been very strong, as you mentioned in the prepared remarks. Why does GM think the fleet business has been so strong, and what's your view on the ability to sustain that? Thank you.

Paul Jacobson (Executive Vice President and Chief Financial Officer):

I think the team's done a really good job here, Mark, it really goes to the quality of the portfolio and the services that we can offer across the board. When we look at the relations that we have with our fleet customers, and that's across the board, whether it's rental or it's government or it's commercial, I think those go a long way, and they really respond to the products that we have. I think the difference is, fleets historically, I think was an outlet for excess capacity. That's really changed today. We very consciously allocate between retail and fleet and where we can, but we don't sacrifice value when we're doing that. We're looking to balance the enterprise as a whole, rather than historically where we would just offer pretty significant discounts on the fleet side. That's not the way it's working anymore, and it really depends on those relationships.

p. 14 · Read in context →

Q1 2026 Earnings Call — Q1 2026

The clearest walk-through of how the OnStar/Super Cruise business is actually accounted for, plus the commodity-hedging and EV-charge cash mechanics behind the guidance. · Open the full transcript →

Why GM's autonomy bet is a product bet, not a fleet bet: one system spread across ICE and EV, brands and price points.

Mary Barra (Chair and CEO): We are doing something unique in the autonomous space, which is developing a system for personal vehicles that we can deploy on both ICE vehicles and EVs and scale across multiple brands and price points. We're stress testing it in the digital environment capable of simulating roughly 100 years of human driving every single day. We recently took the next step and began supervised on-road testing in California and Michigan. The way we're building this technology is a reflection of how seriously we're embracing AI across the enterprise. Today, nearly 90% of the code written by our autonomy team is generated by AI.

p. 2 · Read in context →

The EV restructuring as a cash schedule: $7.6bn of 2025 charges plus $1.1bn more, and how much of the cash portion is already out the door.

Paul Jacobson (EVP and CFO): In the second half of 2025, GM recorded a total of $7.6 billion in EV related charges. This breaks down into $4.6 billion of estimated cash charges and $3 billion in noncash impairments. In the first quarter, we took an additional $1.1 billion in EV charges, driven mainly by contract cancellations and supplier commercial claims. We expect about $1 billion of this will have a future cash impact. We're moving quickly to finalize claims. To date, we've already recorded around 90% of the expected total supplier commercial claim costs, and we anticipate reaching agreements in principle on most of the remainder during the second quarter. Separately, we continue to work expeditiously through rightsizing our battery supply chain with our joint venture partners. Of the total, $5.6 billion in EV-related cash charges recorded since the second half of 2025, $2.6 billion has been paid as of March 31. In April, we've already paid an additional $600 million, and we continue to expect most of the remaining cash flows to occur in 2026.

p. 3 · Read in context →

Pressed on the guidance raise, Jacobson concedes it is the tariff receivable, not an operating change, and no refund timing is assumed.

Joe Spak (UBS); Paul Jacobson (EVP and CFO): And one clarification on the tariff receivable: this is just the receivable for your overpayment, correct? You are not assuming in your guidance that you will avoid paying this in the back half or that the 122 replacements remain in place. You are not modeling a benefit from not paying it in the back half, correct? […] Yes. Let me cover the tariff question first. We took the direct tariff we paid last year that was subject to the Supreme Court decision and credited that back as a receivable. We haven't changed our free cash flow guidance because we don't know when the refunds will be received or how that window might work going forward. That's the only assumption we've made. Keep in mind most of our tariff burden comes from 232, so the EPA-related portion is relatively small versus our size. Because of that entry, we lowered the tariff guidance. We are not projecting any other changes to our tariff bill. When I said guidance down, I was referring to tariff bill guidance.

p. 6 · Read in context →

Commodity exposure explained: hedges plus steel contracts laddered in thirds, which damps moves in both directions.

Emmanuel Rosner (Wolfe Research); Paul Jacobson (EVP and CFO): That's very fair and great color. And I guess just as a follow-up on this then, in terms of input cost inflation and commodities, can you tell us what you have assumed in this updated guidance, which reflects that inflation costs have been increased by another $0.5 billion? What are you assuming for commodities in the back half, or how long they stay high as a base case scenario?

Paul Jacobson (Executive Vice President and Chief Financial Officer):

Yes, Emmanuel. What we've done is take the current curve net of our hedges. It's not entirely direct or linear because of, for example, our steel contracts. If you recall, roughly one third is spot, one third expires within a year, and the remaining third is over two years, and that mix has helped us. When prices go down we pay a little more, and when prices go up we pay a little less. We expect the current environment to persist through the year, and if the conflict ends and commodity and oil prices return to pre-conflict levels, we could potentially see upside.

p. 7 · Read in context →

The Super Cruise model contrasted with rivals: customers prepay three years, which covers the hardware, then ~40% renew.

Mark Delaney (Goldman Sachs); Paul Jacobson (EVP and CFO): My other question was on Super Cruise and the digital services. For the strong growth that GM has been seeing in Super Cruise and the willingness for consumers to subscribe after the prepaid subscriptions last, can you speak a bit more on the breadth of that consumer demand? And is it concentrated in the higher end parts of the portfolio like Cadillac or is GM seen consumer demand for those solutions more broadly?

Paul Jacobson (Executive Vice President and Chief Financial Officer):

So what I would say, Mark, is we're continuing to trend at about a 40% attachment rate after the subscription period, and we do it differently. Other competitors put the hardware on every vehicle and bear that cost; in our case, consumers who purchased Super Cruise prepaid for a three-year period, which covers the hardware cost. That creates deferred revenue tied to the vehicle, and then we have the subscription afterwards. We're starting to see an increase in the number of vehicles coming off that three-year prepaid period, and we're still holding attachment rates in the 40% range. We're very optimistic about what that means. When you look at ARPU, you have to take into account the scale advantage we have, especially as we grow into SDV 2.0 and expand it more broadly. Super Cruise is a strong leading indicator, and we're continuing to invest in delivering more value to customers to make it even more attractive in the future.

p. 7 · Read in context →

Where the software-like margin comes from — hardware expensed at the sale, revenue deferred over three years.

Michael Ward (Citigroup); Paul Jacobson (EVP and CFO): And then just going back to the digital services. I think you said that you expect margins to be in line with other software companies. When will we see those types of margins? I don't know if we're there yet now or not or if they're upfront costs you take. How does that cost/revenue curve look out over the next 2 to 3 years?

Paul Jacobson (Executive Vice President and Chief Financial Officer):

Yes. Mike, this gets a little technical, but I’ll summarize. When we sell a vehicle with Super Cruise, all the hardware costs are expensed immediately, while the revenue tied to that gets deferred over a three-year trial period. That deferred revenue comes in at a very high margin because the cost has already been recognized. For our other digital services and OnStar, some hardware costs are also expensed with the vehicle and there are ongoing service costs, so those margins aren’t quite as strong as the fully deferred case, but they’re still substantial. As we ramp up the deferred revenue base and it starts to amortize into the P&L at increasing rates, you’ll begin to see the impact. We discussed this at Investor Day a few years ago — it was expected to grow to a point that affects the company’s overall margins — and we’re starting to see that take hold. We also see a lot of potential from SDV 2.0 and future improvements to Super Cruise and eventually autonomy as we scale.

p. 9 · Read in context →

Q4 and Full Year 2025 Earnings Call — FY2025

The full-year reset: what the EV charges cost, what the capital-return record looks like after two years of buybacks, and the bridge to the 2026 guidance. · Open the full transcript →

The buyback record: $23bn returned and a third of the share count retired since late 2023, plus the valuation logic for continuing.

Paul Jacobson (EVP and CFO): 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. 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 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. 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 longterm shareholder value.

p. 3 · Read in context →

The EV write-down itemised: cash versus non-cash, and the point that the retail EV portfolio itself was not impaired.

Paul Jacobson (EVP and CFO): 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 US 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 noncash impairment charges primarily related to transitioning our Orient assembly from EV to ICE production. The remaining $400 million consisted of cash charges associated with contractual cancellations and supplier settlements. […] 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. […] 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.

p. 4 · Read in context →

The hardest question on the call: does a fixed-cost base built for a far larger EV market still fit? The answer is what they chose to keep.

Dan Levy (Barclays); Mary Barra (Chair and CEO); Paul Jacobson (EVP and CFO): Great. Thank you. As a second question, I wanted to just ask about the dynamics of you product portfolio. And within that, first, maybe you could just address the fixed cost bas 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 gonna 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. […] Yeah. Just to add to that, Dan, I think, you know, as we went through the restructuring, we were mindful of, you know, where is the excess capacity that we know we're not gonna need for a long time. Because we had built up for a very different regulatory environment 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. So particularly as it relates to battery capacity, you know, 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. 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 long- term and where we know it's gonna go or we believe it's gonna go in the future. And as far as, you know, 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 gonna be. 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, I think we've got what it takes to be able to respond and meet the consumer where they are a they continue to evolve.

p. 6 · Read in context →

GM Financial's industrial bank approval, and Sheffield declining to oversell it — deposits are complementary funding, worth basis points.

Michael Ward (Citigroup); Paul Jacobson (EVP and CFO); Susan Sheffield (President and CEO, GM Financial): And then on 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 the cost of capital for GM Financial. How much can you save from just a cost standpoint of capital?

Paul Jacobson (Executive Vice President and CFO):

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. 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 wanna add.

Susan Sheffield (President and CEO of GM Financial):

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, 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 highyield savings accounts and broker deposits. So as it gets up and running, again, complementary to our footprint, not gonna 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.

Michael Ward (Analyst): Meaningful. Like, 100 basis points? Is that the type of meaningful move you're talking about?

Susan Sheffield (President and CEO of GM Financial):

Probably not that much. It just depends on the rate environment. But it's gonna help us be more competitive.

p. 7 · Read in context →

When the listed puts and takes net to zero, the answer is that the real driver is margin recovery on cost GM absorbed in 2025.

Colin Langan (Wells Fargo); Paul Jacobson (EVP and CFO): Great. 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? 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?

Paul Jacobson (Executive Vice President and CFO):

Yes. So good morning, Colin. Thanks for the question. So we try 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. Some of it'll 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. And then some of it is, you know, gonna 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, 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 onetime step down. So when you look at it across the board, all of those results in what we believe is gonna be a pretty strong year-over-year improvement as we've highlighted. Colin Langan (Analyst):

So is that a cost improvement that you're implying that outside of what's listed in the slide?

Paul Jacobson (Executive Vice President and CFO):

I mean, ultimately, when you look at listings in the slide and what we've highlighted, it really comes down to a margin improvement on the vehicles, going forward because we absorbed so much cost in, in 2025. Between that warranty, all the tailwinds that we highlighted.

p. 11 · Read in context →

Warranty accounting from the ground up: monthly cash first, accruals follow, with the L87 V8 exposure named directly.

Emmanuel Rosner (Wolfe Research); Paul Jacobson (EVP and CFO): And then it was hoping to ask you about the warranty cost benefit of a billion dollars for this year. You just remind us the dynamics and then drivers of this? Obviously, you had 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?

## Paul Jacobson (Executive Vice President and CFO):

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 with dealerships. So, we believe that, that will mitigate and hopefully ultimately bring that down or so certainly not lead to any more increases going forward. So, you know, the team is hard at work across 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, 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 '26 and hopefully beyond.

p. 13 · Read in context →

Q3 2025 Earnings Call — Q3 2025

The call where the EV thesis was rewritten in public: $1.6bn of charges, Orion turned back to ICE, BrightDrop killed, and the reasoning laid out step by step. · Open the full transcript →

The causal chain behind the write-down: capacity was built for an emissions regime that no longer exists.

Mary Barra (Chair and CEO): On the regulatory side, our portfolio and capacity plans over the last several years had been heavily influenced by steadily increasing stringency requirements for fuel economy and emissions. To meet these requirements, we were working aggressively to install and scale EV capacity. Now with an evolving regulatory framework and the end of the federal consumer incentives, it's clear that near-term EV adoption will be much lower than planned. This is resulting in higher variable costs as we expect to utilize less capacity across our EV plants and supply chain. All of this drove our decision to transition Orion Assembly from EV to ICE production and to sell our joint venture-owned cell plant in Michigan to LG Energy Solution. It's also why we recorded a $1.6 billion special item charge in the third quarter. $1.2 billion of the charge is for noncash impairments, most of which are related to the Orion transition, reductions in battery module assembly capacity, our decision to stop development of next-generation hydrogen fuel cells and the write-off of CAFE credits and associated liabilities. The remaining $0.4 billion is for cash charges related to supplier contract cancellation costs.

p. 1 · Read in context →

BrightDrop shut down and the reset justified on forward economics rather than on the sunk charge.

Mary Barra (Chair and CEO): However, we have decided to stop BrightDrop production at CAMI Assembly and assess the site for future opportunities. This is not a decision we made lightly because of the impact on our employees. However, the commercial electric van market has been developing much slower than expected, and changes to the regulatory framework and fleet incentives have made the business even more challenging. Our actions on BrightDrop and our ongoing work to reset our capacity will cause us to recognize a charge in the fourth quarter. By acting swiftly and decisively to address overcapacity, we expect to reduce EV losses in 2026 and beyond, making us much better positioned as demand stabilizes.

p. 2 · Read in context →

Where the onshored capacity actually goes — unmet Equinox and full-size SUV demand, not only tariff avoidance.

Itay Michaeli (TD Cowen); Mary Barra (Chair and CEO): I have a question regarding the changing emissions regulations. Can you discuss how these regulations might impact your ability to sell more ICE full-size pickups and SUVs in the coming years? When considering the Orion capacity, should we view it as an opportunity for incremental volume growth for GM, or is it mainly about mitigating tariffs?

Mary Barra (Chair and CEO):

Well, Itay, thanks. And as we look at shifting emission regulation, first, all the signals are that there are going to be fewer constraints. We've already seen some changes. We are waiting, and I think it will be early next year where it's finalized. But anticipating that we're going to be able to sell our internal combustion engine vehicles for longer, there are a couple of triggers. First, as we announced that the Equinox production will be installed into Fairfax, we have unmet demand from an Equinox perspective. So that's one upside. The second is around full-size trucks. And right now, our demand is supply-constrained from a full-size SUV perspective. So when Orion comes online, that's going to give us an opportunity to fully maximize really what is a franchise for GM with full-size utilities. And then with the truck, some of it will be shifting more to the U.S. from a tariff perspective, but also there could be global demand from a full-size truck perspective. So I think some of it is tariff mitigation, but there definitely is upside on some of the vehicles that have been constrained, and demand has exceeded what we've been able to build.

p. 5 · Read in context →

Tariff mitigation unpacked into its three real buckets, with the honest note that the footprint bucket does not pay until 2027.

Dan Levy (Barclays); Paul Jacobson (EVP and CFO): I wanted to just jump back on to the tariffs. And it looks like your mitigation is yielding stronger benefits. Maybe you could just unpack that a bit because it seems like in the market, pricing is a bit maxed out. We haven't seen the type of price increases we would have expected. So it looks like you're probably getting benefits off of the other two buckets you've discussed, which is cost and footprint. What's the runway on actions there and how this plays out in '26? And just to be clear, the current guidance for '25 tariffs does not include any easing of Korea tariffs. Is that correct?

## Paul Jacobson (Executive Vice President and CFO):

Yes, Dan, thanks for that question. So let me start with the first part. So if you go back to what we said at the beginning of the year, we really kind of highlighted three buckets: goto-market, footprint changes and fixed cost reductions. So go-to-market, we were pretty quick out of the gate to talk about changing our pricing forecast for the year, if you remember in the first quarter call. And that's held up, and we still expect to be up 0.5% to 1% on pricing year-over-year, somewhat helped by model '26, continued to help by the disciplined inventory and incentive approach that we've taken across the board. So that continues to bode pretty well for us. On the manufacturing footprint piece, we have some of those savings. If you recall, we announced an increase in the line rate in Fort Wayne, that's given us a little bit more utilization there that has flowed through. But the bulk of that is really going to be when the capital expenditures that we announced this year start to take effect in late '26, early '27 time frame. And then the third bucket is fixed cost. So I think we've done well to be disciplined there. We've seen a flattening of the curve pretty much, and I think we're maintaining that discipline. So all of those things we expect will hold into 2026 and the manufacturing footprint bucket can expand a little bit. And that's where we feel comfortable that we can get our net tariffs lower than what they are in 2025. And you're correct that there's no impact right now on any Korean changes in our guidance. We're still waiting for that to be finalized.

p. 6 · Read in context →

Autonomy strategy stated plainly: ~70% margins on Super Cruise today, Level 4 for personal vehicles, no robotaxi fleet.

Adam Jonas (Morgan Stanley); Mary Barra (Chair and CEO): Regarding autonomous vehicles, it seems that what was once perceived as nearly impossible is now being addressed. If you haven't been to Austin or San Francisco lately, you'll see significant progress. Your focus has shifted towards Advanced Driver Assistance Systems (ADAS), Super Cruise, and personal autonomy. I appreciate the disclosure of the $200 million in revenue; it would be helpful to know more about its profitability. You mentioned your commitment to achieving Level 4 autonomy, specifically for personal vehicles. I’m curious whether you are planning to introduce robotaxis or if the priority is to first focus on personal vehicles and assess the outcomes. Additionally, what milestones should we expect by 2026 in your journey towards autonomy?

Mary Barra (Chair and CEO):

Yes. First of all, I am really pleased with the performance from Super Cruise today and the fact that it continues to improve. We're achieving approximately 70% margins on that business. Our focus is on personal autonomy and Level 4. We are not involved in rideshare services at this time, and when considering the complexities of operating a robotaxi fleet, that is not currently our core business. We are concentrating on individual vehicles. Even with today's rideshare services, people still prefer to own a car for the freedom it provides to travel whenever and wherever they want. We believe this preference will remain for a long time. However, personal autonomy in these vehicles will be crucial. We will share more about our milestones next year, but I can assure you that our team is working diligently. The software team, in collaboration with Cruise resources and Sterling Anderson, who joined us from Aurora, places us in a strong position. Stay tuned for updates on the 2026 milestones. Additionally, we will share more at our GM Forward Media Day tomorrow. Thank you, Adam, and best of luck to you.

p. 11 · Read in context →

Why one large charge beat another year of trimming: repeated step-downs 'wreak havoc' on supplier and logistics cost.

Emmanuel Rosner (Wolfe Research); Paul Jacobson (EVP and CFO): I would like to explore further the strategies you have in place for continued progress in 2026, particularly concerning the losses in electric vehicles. Could you clarify some of the recent actions taken in Q3 and Q4, such as the write-downs of certain EV assets and adjustments to your capacity? Specifically, how much do these factors alone contribute to improving your structural costs for electric vehicles?

Paul Jacobson (Executive Vice President and CFO):

Emmanuel, I think if you look at this year, we talked about being able to improve our profitability with higher volume. And what we've seen is when we get into a situation where we have sequential step-downs in production capacity, it really wreaks havoc throughout the supply chain, logistics, supplier ramp-up costs, et cetera. So we found ourselves sort of chasing that downward. And what we really ultimately have realized is for now under the changing regulatory environment, we expect EV demand growth to slow pretty significantly from what it was going to be. And so we need to make sure that we rightsize the capacity footprint to be able to not have to absorb a lot of those fixed costs. So while it's unfortunate, I think it is a quick adjustment to the reality around us that we're facing, and we're pivoting to be able to do that. So the charges that we took in the quarter will help that a little bit. And as we've said, we're continuing to review this. We do expect there to be some additional charges in 4Q. We haven't fully sized that up. But as we do that work and ultimately finalize that in the quarter, I think we'll have a better view of how we can translate that to '26 and beyond.

p. 11 · Read in context →

Q2 2025 Earnings Call — Q2 2025

The tariff-shock quarter: $1.1bn of net tariff cost in one quarter against a $4–5bn annual exposure, and the sharpest analyst challenges to the EV plan. · Open the full transcript →

The structural answer to tariffs: $4bn of US plant investment adding 300,000 units and taking domestic output above 2 million.

Mary Barra (Chair and CEO): For example, the $4 billion of new investment in our US assembly plants will add 300,000 units of US capacity for high-margin light-duty pickups, full-size SUVs, and crossovers to help us greatly reduce our tariff exposure, satisfy unmet customer demand, and capture upside opportunities as we launch new models. The capacity begins coming online in just 18 months, after which we project building more than 2 million vehicles in the US each year as we scale.

p. 2 · Read in context →

The tariff bill quantified in the quarter it first bit, with the mitigation target and why offsets lag.

Paul Jacobson (EVP and CFO): EBIT adjusted was $3 billion for the quarter, inclusive of a net tariff impact of approximately $1.1 billion with minimal mitigation offsets. As we've previously mentioned, mitigation efforts will take time to yield results. Limiting their effect on the second quarter. However, we're still tracking to offset at least 30% of the $4 billion to $5 billion full-year 2025 tariff impact through strategic actions such as manufacturing adjustments, targeted cost initiatives, and consistent pricing.

p. 3 · Read in context →

Margin restated ex-tariff at ~9%, immediately followed by an unusually blunt admission on warranty.

Paul Jacobson (EVP and CFO): In North America, we delivered EBIT adjusted of $2.4 billion and EBIT adjusted margins of 6.1%. Excluding the impact of tariffs, our margin would have been approximately 9%, which underscores the fundamental strength of our business. On a comparative basis, this keeps us well within our pre-tariff margin target of 8 to 10%. In addition to the impact of tariffs, warranty expenses have also been the main factors behind the higher warranty expenses relate to L87 issues and higher warranty claims from software issues on some of our early EV launches. Let me be clear. We are not happy with our warranty trend and are facing these challenges head-on, with the top priority always being our customers. We provided extended warranties in some instances and taken other proactive steps to support those affected, including shifting some supply of our components to our aftersales group to decrease repair times.

p. 4 · Read in context →

With the tax credit gone, Levy asks whether the affordable EV can ever earn its keep; Barra commits without a date.

Dan Levy (Barclays); Mary Barra (Chair and CEO): that the tax credit is on its way out and there's changes in the regulatory schemes, I know we've been a broad lineup across price points, but the profitability has been challenged. And I think these changes indicate profitability is probably going to get a little trickier. So especially given you're losing some of the scale benefits, which was supposed to drive profit. So how do we look at you know, the depth or the breadth of your EV lineup going forward and the price points at which you're offering vehicles, when it seems like it's just gonna be much tougher to get profitability at the more lower price point? Is it that we just see higher price points, and that's the strategy? […] What we have been saying is that what we're investing going forward is largely focused on improving our EV profitability. The announcements we've made from a battery perspective, with LMR and LFP, some of the work that we're doing as we move forward to have a lighter architecture is more aerodynamic, that allows us to use a smaller battery. So we're very focused in this period of time to drive not just get to variable profit profitability but get profitability and then, you know, to continue to improve so we have appropriate and strong margins from our EVs as well. […] And there's a clear path to grow to get profitability on the affordable EV?

## Mary Barra (Chair and CEO):

Well, you know, that that is what we're working on from all aspects. And, definitely, the battery technology changes. And you know, as we grow with affordable, which is in the heart of the market, that gets us the scale benefits as well. So we are focused on each and every vehicle getting to profitability and we're not going to stop until they do.

p. 8 · Read in context →

Asked what tariffs do to earnings power beyond 2025, Jacobson separates the Korea line item from the structural self-help.

Ryan Brinkman (JPMorgan); Paul Jacobson (EVP and CFO): I wanted to ask on the impact of tariffs on your earnings power as we move beyond this year. Now earlier, you'd called out $4 to $5 billion of tariff impact over the course of 2Q through 4Q 2025. So annualizing to maybe $5.3 to $6.7 billion. The goal of mitigating at least 30% of the impact this year. But that was before the various investments in US manufacturing announced during the quarter. How should we think about these footprint actions impacting net tariff costs going forward? You know, what degree of tariff cost mitigation beyond the 30% target for this year do you think you might be able to accomplish after these investments come online in 18 months' time? Paul Jacobson (Executive Vice President and CFO):

Yeah. Good morning, Ryan. I'll take that one. Thanks for the question. You know, we have highlighted that up to $4 billion to $5 billion, about $2 billion of it is Korea. And as Mary mentioned in their comments and recent question that, you know, obviously, the trade deals with Mexico, Canada, and Korea are gonna be important. We're not speculating on what those are going to look like going forward, but, you know, there is a possibility, and I don't a likelihood, if you will, that that ultimately, a tariff rate gets set at a lower level, which would ultimately bring that impact down. As far as the other aspects of the tariffs, you know, we talked about the $4 billion which will bring us when all that is implemented, producing over 2 million vehicles here in the US. That will take care of part of a large part of the other remaining tariffs that are out there. We're still working through supply chain and other indirect tariffs, but we're not speculating on what it'll be. But I expect that it is likely lower than the current run rate of what you would see just as things shake out. Remember, we're only 90 days into this. As to the 30%, I mean, these are shifts in the general operation of the business that we don't necessarily think go away if tariffs are reduced. So, you know, I think we've got a longer-term plan to be able to mitigate a substantial part of this. You know, we're obviously looking for things to normalize around these trade deals that will get done. And we expect that'll happen. But, you know, it's too soon to extrapolate that as a run rate into the future.

p. 8 · Read in context →

More calls

Q1 2025 Earnings Call — Q1 2025 · 14 pages · Where the tariff exposure was first sized at $4–5 billion and 2025 guidance was cut to $10–12.5 billion EBIT-adjusted — the baseline every later tariff comment is measured against. · Open →

Q4 and Full Year 2024 Earnings Call — FY2024 · 13 pages · The pre-tariff peak: record $14.9bn EBIT-adjusted and $14bn free cash flow, the exit from robotaxi funding at Cruise worth ~$1bn a year, and the China restructuring plan. · Open →

Q3 2024 Earnings Call — Q3 2024 · 15 pages · Guidance raised to the top of the range on $900m of positive pricing, with the first signal that China restructuring charges were coming in Q4. · Open →

Q2 2024 Earnings Call — Q2 2024 · 15 pages · Record first-half revenue and the four drivers management credited for it — useful as the clean statement of the operating model before tariffs and the EV reset. · Open →

Q1 2024 Earnings Call — Q1 2024 · 15 pages · An early guidance raise plus the Cruise restart in Phoenix — the moment GM still expected to fund robotaxis and scale EVs on the original curve. · Open →

Q4 and Full Year 2023 Earnings Call — FY2023 · 13 pages · The post-strike reset: the $1.1bn full-year UAW cost, capital spending pulled back, and the decision to add plug-in hybrids to the North American plan. · Open →

Q3 2023 Earnings Call — Q3 2023 · 15 pages · Guidance withdrawn mid-UAW-strike, with Barra's direct case on labour cost and the original 2025 EV margin targets still on the table. · Open →

---

General Motors Company's annual reports contain management's most considered account of the business. These are the sections, passages and visual pages worth opening in the originals preserved in Sources.

General Motors Company — FY2025 Annual Report (Form 10-K) — FY2025

The edition that documents the reset: $7.9 billion of EV realignment charges, $3.1 billion of tariff cost, Cruise folded into GMNA. · Open the full document →

Item 1. Business — p. 5 · Read the full section →

The whole company in a few pages: two auto segments, a captive finance arm, and the ICE-versus-EV balance GM now leans on.

Risks related to our competition and strategy — p. 24 · Read the full section →

The two risks that define GM today: EV demand that did not arrive, and profit that still rests on full-size ICE trucks and SUVs.

Slower EV adoption already cost GMNA $7.9 billion of charges in 2025, and management flags more portfolio actions if it persists.

The success of our long-term EV strategy is dependent on consumer adoption of EVs. Consumer adoption of EVs has been slower than anticipated in light of recent U.S. Government policy changes, including the termination of certain consumer tax incentives for EV purchases. […] For example, in light of the recent U.S. Government policy changes, we have reassessed our EV capacity and manufacturing footprint and completed a strategic realignment to expected consumer demand, and have recorded charges of $1.6 and $6.0 billion in the three months ended September 30, 2025 and December 31, 2025. For the year ended December 31, 2025, we recorded total charges in GMNA of $7.9 billion. If industry-wide adoption rates continue to be slow, we may need to take additional portfolio actions to better match the consumer pace of EV adoption, such as not fully utilizing or reducing the capacity of our existing or future plants or reducing production hours or shifts, and we may become subject to claims by suppliers as a result of such actions.

p. 26 · Read in context →

Management states plainly that full-size ICE trucks and SUVs carry the margin and fund everything else.

Our near-term profitability is dependent upon the success of our current line of vehicles, particularly our full-size ICE SUVs and full-size ICE pickup trucks. While we offer a broad portfolio of cars, crossovers, SUVs, and trucks, along with a strategic portfolio of EVs, we currently recognize the highest profit margins on our full-size ICE SUVs and full-size ICE pickup trucks. As a result, our success is dependent upon our ability to sell higher margin vehicles in sufficient volumes. We are also using the cash generated by our current ICE vehicles to fund our growth strategy, including with respect to the continued development of next-generation ICE vehicles, EVs, autonomous and ADAS technologies, and software-enabled services. […] More stringent fuel economy regulations could also impact our ability to sell these vehicles or could result in additional costs associated with these vehicles, which could be material.

p. 26 · Read in context →

Risks related to our operations — p. 29 · Read the full section →

Tariffs and China moved GM’s 2025 numbers more than anything else, and both risks are written with figures rather than boilerplate.

GM concedes its mitigation actions will not fully offset tariffs in the near term.

Tariffs applicable to the automotive industry continue to evolve, including in the U.S., where the government has signaled tariff policy may shift in the future. Such tariffs could have a material adverse effect on our financial condition and results of operations. […] We cannot predict with complete precision the breadth of tariffs and related costs that will impact GM in the future. As a result, the ultimate impact of tariffs on our business could exceed our current estimates, which could have a material adverse effect on our financial condition, results of operations and cash flows, and our expected financial results. Our efforts to mitigate the impact of tariffs, including, but not limited to, making changes to our U.S. production plan and reducing or pausing certain imports, may not be successful, and we do not expect such actions to fully offset the impact of tariffs in the near term.

p. 31 · Read in context →

The China JV write-downs quantified, with more SGM restructuring charges expected in 2026.

Our business in China subjects us to unique operational, competitive, regulatory, and economic risks. […] Over the last several years, this intense competition and an increasingly challenging operating environment negatively impacted the profitability of our operations in China, our China JVs' ability to grow vehicle sales in China, and our ability to generate sustainable equity income from our China JVs. As a result of certain restructuring actions previously announced in December 2024, we recorded an other-than-temporary impairment of our equity interests of $2.1 billion and additional equity losses of $2.0 billion in the year ended December 31, 2024, and we recorded charges of $0.6 billion in the year ended December 31, 2025. We expect SAIC General Motors Corp., Ltd. (SGM) will likely incur additional restructuring charges in 2026.

p. 31 · Read in context →

Item 7. Management's Discussion and Analysis of Financial Condition and Results of Operations — p. 51 · Read the full section →

The Overview sizes the year’s two shocks — tariffs and the EV realignment — then sets 2026 guidance against them.

Tariffs cost $3.1 billion of EBIT-adjusted in 2025, with $3.0-4.0 billion guided for 2026.

Over the course of 2025, the U.S. and other governments implemented new tariffs relevant to GM and its suppliers, including tariffs on vehicles and parts imported into the U.S. […] In 2025, impacts to earnings before interest and taxes (EBIT)-adjusted from tariffs were $3.1 billion. Based on the current tariff environment, we estimate that impacts to EBIT-adjusted could range from $3.0 billion to $4.0 billion for the year ending December 31, 2026. […] Because of these recent U.S. Government policy changes, including the termination of consumer tax incentives for EV purchases and the reduction in stringency of emissions regulations, industry-wide consumer demand for EVs in North America began to slow in 2025.

p. 51 · Read in context →

Automotive Financing - GM Financial Summary and Outlook — p. 55 · Read the full section →

Almost half of GM Financial’s revenue is lease income, which makes used-vehicle residual values a direct GM earnings exposure.

Penetration, revenue mix and the residual-value exposure that sits behind 46% of GM Financial revenue.

GM Financial's penetration of our retail sales in the U.S. was 33% in the year ended December 31, 2025 and 39% in the corresponding period in 2024. […] In the year ended December 31, 2025, GM Financial's revenue consisted of leased vehicle income of 46%, retail finance charge income of 41%, and commercial finance charge income of 7%. […] Through its leasing program GM Financial is exposed to residual values, which are heavily dependent on used vehicle prices. Gains on terminations of leased vehicles of $0.6 billion and $0.8 billion were included in GM Financial interest, operating, and other expenses in the years ended December 31, 2025 and 2024.

p. 55 · Read in context →

Consolidated Results — p. 55 · Read the full section →

The passage that reconciles the $8.1 billion cost increase to its causes — EV realignment, tariffs, warranty — line by line.

Management's own bridge for the year's cost increase, from the EV realignment down to Cruise wind-down savings.

In the year ended December 31, 2025, increased Cost was primarily due to: (1) charges of $7.7 billion due to our EV strategic realignment; (2) increased material and freight costs of $3.3 billion, including $3.1 billion due to tariffs; (3) increased warranty-related costs and campaigns of $1.3 billion; (4) unfavorable net realizable value inventory adjustments, primarily EV-related, of $0.3 billion in the year ended December 31, 2025 compared to similar favorable inventory adjustments of $0.5 billion in the year ended December 31, 2024; (5) charges of $0.5 billion due to legal matters for our former OnStar Smart Driver program; and (6) increased manufacturing costs of $0.5 billion; partially offset by (7) the reduction of charges related to Cruise restructuring of $1.1 billion; and (8) decreased engineering costs of $0.9 billion, driven primarily by the wind down of Cruise robotaxi operations.

p. 56 · Read in context →

GM North America — p. 57 · Read the full section →

GMNA is 83% of revenue; here are the volume/mix/price/cost bridge and the truck-versus-car variable-profit spread.

The variable-profit spread — trucks at ~160% of portfolio average, crossovers at ~40% — that makes mix decisive.

GMNA EBIT-Adjusted The most significant factors that influence profitability are industry volume and market share. While not as significant as industry volume and market share, another factor affecting profitability is the relative mix of vehicles sold. Trucks, crossovers, and cars sold currently have a variable profit of approximately 160%, 40%, and 60% of our GMNA portfolio on a weightedaverage basis.

p. 59 · Read in context →

Critical Accounting Estimates — p. 69 · Read the full section →

Warranty/recall accruals and sales incentives set GM’s reported revenue and cost, and both carry disclosed sensitivities.

Incentives are booked as a revenue reduction at the time of sale on estimated take-up, not on cash paid.

Sales Incentives The estimated effect of sales incentives offered to dealers and end customers is recorded as a reduction of Automotive net sales and revenue at the time of sale. […] Significant factors used in estimating the cost of incentives include type of program, forecasted sales volume, product mix, and the rate of customer acceptance of incentive programs, all of which are estimated based on historical experience and assumptions concerning future customer behavior and market conditions. A change in any of these factors affecting the estimate could have a significant effect on recorded sales incentives. A 10% increase in the cost of incentives would increase the sales incentive liability by approximately $0.3 billion.

p. 69 · Read in context →

General Motors Company — FY2022 Annual Report (Form 10-K) — FY2022

Included for the strategy contrast: peak EV and Cruise ambition, stated in the same sections FY2025 now uses to walk it back. · Open the full document →

Item 1. Business — p. 5 · Read the full section →

Read against FY2025, this is the commitment GM later unwound — EV capacity targets and a dedicated Ultium platform.

The 2022 target: one million EVs of North American capacity and more than two million globally by the end of 2025.

Our vision for the future is a world with zero crashes, zero emissions and zero congestion, which guides our growth-focused strategy to invest in electric vehicles (EVs) and autonomous vehicles (AVs), software-enabled services and subscriptions and new business opportunities, while strengthening our market position in profitable internal combustion engine (ICE) vehicles, such as trucks and sport utility vehicles (SUVs). […] Electric Vehicles We plan to rapidly scale our capacity to build one million EVs in North America and more than two million EVs globally by the end of 2025. A key element in our EV strategy is Ultium, our dedicated electric vehicle propulsion architecture.

p. 5 · Read in context →

Environmental and Regulatory Matters — p. 19 · Read the full section →

The explicit all-electric pledge that the FY2025 filing replaces with a portfolio hedged between ICE and EVs.

The 2035 tailpipe-emissions pledge, stated as company policy three years before the EV capacity realignment.

We plan to be carbon neutral by 2040 in our global products and operations, supported by a commitment to science-based targets. In addition, the Company envisions an all-electric future and plans to eliminate tailpipe emissions from new U.S. light-duty vehicles by 2035.

p. 23 · Read in context →

More annual reports

General Motors Company — FY2024 Annual Report (Form 10-K) — FY2024 · 180 pages · The last edition before the EV realignment; records the $4.0 billion China JV charges and the decision to stop funding Cruise robotaxis. · Open →

General Motors Company — FY2023 Annual Report (Form 10-K) — FY2023 · 181 pages · Covers the UAW strike year and the Cruise operational pause, with Cruise still reported as a separate segment. · Open →

General Motors Company — FY2021 Annual Report (Form 10-K) — FY2021 · 166 pages · The semiconductor-shortage year, and the filing that first commits to "an all-electric future" and more than $35.0 billion of EV/AV spend. · Open →

---

Source: S&P Capital IQ consensus via Xpressfeed · Generated 2026-07-29.

FY2028 EPS consensus up 8% in 180 days while revenue estimates barely move

FY2027 shows the same pattern, EPS up 7% over 180 days against revenue down 0.1%. Both years' revenue estimates sit below where they were 30 days ago, so none of the EPS upgrade is coming from a bigger top line.

Currency: USD · Scale: money in millions, absolute · Point-in-time consensus; Δ90d is Now versus 90d.

Metric	FY	180d	90d	30d	Now	Δ90d
EPS (normalized)	FY2027	$13.64	$14.02	$14.08	$14.59	+4.0%
EPS (normalized)	FY2028	$14.39	$14.67	$14.76	$15.57	+6.1%
Revenue	FY2027	$190.52bn	$191.59bn	$191.33bn	$190.32bn	-0.7%
Revenue	FY2028	$192.87bn	$194.05bn	$194.11bn	$194.00bn	-0.0%

Normalized EPS has beaten consensus eight quarters running, five times by double digits

Current sequences by metric: Revenue: 2 consecutive beats; EPS (normalized): 8 consecutive beats.

Currency: USD · Scale: money in millions, absolute · Consensus is captured before each actual first became effective.

Quarter	Metric	Consensus	Actual	Surprise	Outcome
Q2 FY2026	Revenue	$47.09bn	$48.03bn	+2.0%	Beat
Q2 FY2026	EPS (normalized)	$3.18	$3.57	+12.1%	Beat
Q1 FY2026	Revenue	$43.55bn	$43.62bn	+0.2%	Beat
Q1 FY2026	EPS (normalized)	$2.62	$3.70	+41.3%	Beat
Q4 FY2025	Revenue	$46.04bn	$45.29bn	-1.6%	Miss
Q4 FY2025	EPS (normalized)	$2.26	$2.51	+11.1%	Beat
Q3 FY2025	Revenue	$45.33bn	$48.59bn	+7.2%	Beat
Q3 FY2025	EPS (normalized)	$2.32	$2.80	+20.5%	Beat
Q2 FY2025	Revenue	$46.31bn	$47.12bn	+1.8%	Beat
Q2 FY2025	EPS (normalized)	$2.48	$2.53	+2.1%	Beat
Q1 FY2025	Revenue	$43.41bn	$44.02bn	+1.4%	Beat
Q1 FY2025	EPS (normalized)	$2.67	$2.78	+4.3%	Beat
Q4 FY2024	Revenue	$43.57bn	$47.70bn	+9.5%	Beat
Q4 FY2024	EPS (normalized)	$1.84	$1.92	+4.3%	Beat
Q3 FY2024	Revenue	$44.35bn	$48.76bn	+9.9%	Beat
Q3 FY2024	EPS (normalized)	$2.39	$2.96	+23.8%	Beat

The beat streak is a normalized-EPS story; the GAAP line keeps landing short

FY2025 normalized EPS came in at $10.60 while GAAP EPS printed $3.27. Quarterly GAAP EPS has repeatedly undershot its own consensus mean — negative $3.60 against $1.75 in Q4 2025, $1.35 against $2.03 in Q3 2025, and $1.41 against $2.73 in Q2 2026. Consensus FY2026 GAAP EPS of $9.43 sits well below the $13.28 normalized line, and only six analysts publish it against 24 on the normalized number.

Consensus revenue grows about 2% a year to FY2028 while normalized EPS climbs from $13.28 to $15.57

Gross margin is modelled to widen every year, from 15.9% to 19.3%. Normalized net income rises just 1.3% between FY2027 and FY2028 while normalized EPS rises 6.7%, which implies a smaller share count. Coverage thins as the years extend, from 19 analysts on FY2026 revenue to 13 on FY2028.

Currency: USD · Scale: money in millions, absolute · YoY uses the prior fiscal year from the feed; analyst count and range use the first displayed period.

Metric	FY2026E	FY2027E	FY2028E	YoY	Analysts	Low / high
Revenue	$185.72bn	$190.32bn	$194.00bn	+0.4%	19	$183.02bn / $189.24bn
Gross margin	15.9%	18.0%	19.3%	+5.3pt	—	—
EBITDA	$22.96bn	$23.76bn	$24.24bn	-7.2%	12	$18.42bn / $27.38bn
Net income (normalized)	$11.91bn	$12.34bn	$12.50bn	+18.7%	—	—
EPS (normalized)	$13.28	$14.59	$15.57	+25.3%	24	$11.85 / $14.12
EPS (GAAP)	$9.43	$13.92	$15.65	+188.3%	6	$6.25 / $10.63

FY2028 EPS estimates span $10.55 to $17.80 across 13 analysts

FY2027 revenue estimates run from $183.5bn to $204.0bn on 20 analysts, a $20bn gap on a top line consensus expects to be close to flat. GAAP net income is far wider in relative terms, $8.8bn to $15.8bn on 10 estimates.

Currency: USD · Scale: money in millions, absolute · Spread/mean is absolute high-low divided by absolute mean.

Metric	Period	Mean	Low–high	Spread/mean	Analysts
EPS (normalized)	FY2028E	$15.57	$10.55–$17.80	46.6%	13
Net income (GAAP)	FY2027E	$11.94bn	$8.78bn–$15.84bn	59.1%	10
Revenue	FY2027E	$190.32bn	$183.48bn–$203.95bn	10.8%	20
EBITDA	FY2027E	$23.76bn	$19.69bn–$28.10bn	35.4%	12

FY2029 is not a consensus — one to three analysts per line

Three analysts carry FY2029 revenue and normalized EPS; one carries FY2029 EBITDA and GAAP EPS. The FY2029 normalized EPS mean of $12.14 sits below the FY2028 mean of $15.57, but the two are not comparable — different analysts, different sample size.

---

Visible Alpha broker models via S&P Xpressfeed · 17 brokers · 542 line items · freshest revision 2026-07-26.

Broker models frame GM as a margin-repair story rather than a growth story: total revenue is essentially flat in FY-2026 against the FY-2025 base, yet operating margin steps from 6.7% to 8.2% as a roughly $3.95bn North America cost drag reverses. From FY-2027 the modeled margin flatlines just above 8.3%, and the pricing tailwind that carried the prior two years is walked down to about zero by FY-2028. Every profit pool outside North America — International, GM Financial and Corporate — is modeled flat to lower. Incremental earnings growth therefore leans on a delayed volume recovery and a shrinking share count.

FY-2026's margin step-up is a cost reversal, not price — and the price line decays to zero by FY-2028

Line	FY-2025A	FY-2026E	FY-2027E	FY-2028E	YoY	Brokers
Prior-year base	—	—	—	—	—	—
Operating income/(loss) - North America Prior period	$14.53bn	$10.45bn	$12.89bn	$13.67bn	-28.1%	14
Walk	—	—	—	—	—	—
Operating income/(loss) - North America - Volume Impact	$-1.34bn	$-315.95m	$618.62m	$593.38m	+76.4%	8
Operating income/(loss) - North America - Mix impact	$-117.43m	$741.13m	$349.91m	$44.81m	+731.1%	8
Operating income/(loss) - North America - Price Impact	$1.05bn	$856.75m	$352.33m	$-46.81m	-18.5%	8
Operating income/(loss) - North America - Cost impact	$-3.95bn	$909.97m	$-179.38m	$-101.43m	+123.0%	7
Operating income/(loss) - North America - Other Impact	$931.83m	$514.01m	$-48.00m	$59.46m	-44.8%	7
Result	—	—	—	—	—	—
Operating income - GM North America - Operating	$10.32bn	$12.89bn	$13.73bn	$13.97bn	+24.8%	14

North America is the only profit pool the street grows; International, GM Financial and Corporate all fade

Line	FY-2025A	FY-2026E	FY-2027E	FY-2028E	YoY	Brokers
North America	—	—	—	—	—	—
Revenue - GM North America	$155.34bn	$154.46bn	$158.65bn	$160.67bn	-0.6%	14
Operating income - GM North America - Operating	$10.32bn	$12.89bn	$13.73bn	$13.97bn	+24.8%	14
International	—	—	—	—	—	—
Revenue - GM International	$13.45bn	$13.96bn	$14.11bn	$14.20bn	+3.8%	14
Operating income - GM International Operations - Operating	$695.56m	$680.21m	$607.88m	$628.27m	-2.2%	13
GM Financial	—	—	—	—	—	—
Revenue - GM Financial	$16.98bn	$17.28bn	$17.49bn	$17.65bn	+1.8%	15
Operating income/(loss) - GM Financial - Operating	$2.90bn	$2.69bn	$2.73bn	$2.73bn	-7.3%	14
Corporate	—	—	—	—	—	—
Operating income-Corporate and Eliminations	$-918.60m	$-1.09bn	$-1.15bn	$-1.22bn	-18.5%	14
Group	—	—	—	—	—	—
Operating income/(loss) - Operating	$12.75bn	$15.14bn	$15.69bn	$15.83bn	+18.7%	16
Operating margin(%)	6.7%	8.2%	8.3%	8.4%	+1.5pt	16

Units, not price: worldwide wholesales only clear the FY-2025 level in FY-2027, and China JV volume never does

Line	FY-2025A	FY-2026E	FY-2027E	FY-2028E	YoY	Brokers
Units	—	—	—	—	—	—
Wholesale vehicle sales-Worldwide(K#)	3.84m Number	3.81m Number	3.89m Number	3.94m Number	-0.7%	12
Wholesale vehicle sales - GM North America(K#)	3.33m Number	3.27m Number	3.35m Number	3.38m Number	-1.7%	12
Wholesale vehicle sales - GM International(K#)	504,935 Number	536,499 Number	538,394 Number	543,581 Number	+6.3%	11
Wholesale vehicle sales - China JV(K#)	2.04m Number	1.85m Number	1.86m Number	1.91m Number	-9.3%	9
Wholesales vehicle sales - Including JV(K#)	5.85m Number	5.64m Number	5.71m Number	5.74m Number	-3.5%	11
Revenue per unit	—	—	—	—	—	—
Avg rev / unit($)	$44,014	$44,274	$44,491	$44,482	+0.6%	12
Avg rev / unit - GM North America($)	$46,611	$47,182	$47,390	$47,379	+1.2%	12
Avg rev / unit - GM International($)	$26,521	$26,113	$26,308	$26,317	-1.5%	12

The near term is agreed; the split is about FY-2028 durability, where operating EPS spans $10.55 to $17.69

Line	Period	Median	Q1–Q3	Min–max	Brokers
EPS Diluted - Operating($)	FY-2028E	$16.49	$15.25–$17.00	$10.55–$17.69	9
Operating income - GM North America - Operating	FY-2028E	$14.27bn	$13.65bn–$14.99bn	$10.16bn–$15.87bn	8
Shares - Diluted(M#)	FY-2028E	824.03m Number	801.38m Number–887.74m Number	736.69m Number–928.00m Number	10
Operating income - GM International Operations - Operating	FY-2027E	$663.42m	$548.49m–$732.68m	$114.17m–$882.32m	12
Free cash flow - Automotives	FY-2026E	$6.01bn	$4.07bn–$6.06bn	$3.90bn–$6.85bn	5

The FY-2026 cash dip is capex, not earnings: Automotive FCF drops to $5.4bn, then recovers near $10bn

Line	FY-2025A	FY-2026E	FY-2027E	FY-2028E	YoY	Brokers
Cash generation	—	—	—	—	—	—
Net cash flows provided by/(used in) operating activities - Automotive	$20.01bn	$16.19bn	$21.35bn	$21.29bn	-19.1%	9
Capital additions - Automotives	$9.99bn	$10.53bn	$11.08bn	$11.06bn	+5.4%	8
Free cash flow - Automotives	$9.09bn	$5.38bn	$9.99bn	$10.25bn	-40.8%	6
Per share	—	—	—	—	—	—
Shares - Diluted(M#)	970.36m Number	907.10m Number	870.78m Number	833.53m Number	-6.5%	16
EPS Diluted - Operating($)	$10.41	$13.44	$14.65	$15.79	+29.1%	15
Dividend per share($)	$0.58	$0.88	$0.88	$0.64	+53.1%	11

The differentiated lines are thin: the segment walk, cash and EV rows carry far fewer brokers than the P&L

Headline revenue and operating income carry 13-16 brokers through FY-2027, but the segment walk lines carry 4-8 and Automotive free cash flow 4-6. The Cruise lines have not been revised since 2025, and the EV unit and IRA-credit lines are single-broker models — one analyst's view, not consensus. FY-2028 coverage thins to 8-10 brokers on most lines.

Headline P&L consensus, momentum and beat/miss live in the CapIQ tab.

---

Source: S&P Capital IQ transcripts via Xpressfeed · latest indexed call 2026-07-21 · generated 2026-07-29.

Latest call digest

General Motors Company, Q2 2026 Earnings Call, Jul 21, 2026 · 2026-07-21T12:30:00

Q2 2026 earnings call — July 21, 2026. GM raised full-year 2026 guidance for the second time this year: EBIT adjusted to $14 billion to $16 billion, EPS diluted adjusted to $12 to $14, and adjusted automotive free cash flow to $9.5 billion to $11.5 billion. North America EBIT-adjusted margin was 8.6%, up 2.5 points year-over-year, which Jacobson framed as solidly back inside the 8% to 10% target the company has been chasing since tariffs landed. First-half revenue was $92 billion with $8.2 billion of EBIT adjusted.

Prepared remarks were mostly forward-looking rather than about the quarter. Barra spent her section on growth adjacencies — GM Defense, GM Insurance, Super Cruise proliferation onto the new light-duty pickups — and on the December launch of the next-generation Silverado and Sierra. Jacobson closed the EV restructuring story: $2.3 billion of incremental charges in the quarter, $10.9 billion recorded since the second half of 2025, of which roughly $7.2 billion is cash and $4.5 billion has been paid, and he described the material cash charges as substantially complete. He also previewed 2027 as a year of higher revenue, margins, EBIT and free cash flow.

The Q&A did not follow the prepared script. No one asked about the $2.3 billion of EV charges, China drew no dedicated question, and GM Defense and GM Insurance went unexamined despite the space Barra gave them. Analysts pressed instead on three things: whether the new truck can actually carry price, how Super Cruise economics change as it becomes standard content, and what the 2027 bridge looks like once you allow for headwinds. Levy (Barclays) opened the gap directly — the disclosed positives add up to more than the raise — and Jacobson answered by reframing the raise as banking first-half outperformance rather than a better cost outlook, stressing that commodity guidance had not improved. Rosner (Wolfe) made the sharpest point of the call: every 2027 driver management named was a tailwind. Jacobson conceded inflationary pressure without sizing it.

Guidance actually stated on the call: full-year North America pricing up around 0.5%; EV losses to improve $1 billion to $1.5 billion; warranty a $1 billion to $1.5 billion improvement, raised from $1 billion; emissions-related regulatory savings of $500 million to $750 million; gross tariff costs of $2.5 billion to $3.5 billion, largely flat year-over-year; commodity, logistics and DRAM inflation a $1.5 billion to $2 billion headwind; and $1 billion to $1.5 billion of onshoring, supply chain and software spend. Jacobson also flagged a fourth quarter weaker than normal seasonality, with a roughly 35,000-unit year-over-year volume headwind from the truck changeover.

Participant coverage from the latest call.

Group	Participants	Count
Management	Operator; Ashish Kohli — Vice President of Investor Relations, General Motors Company; Mary Barra — Chairman & CEO, General Motors Company; Paul Jacobson — Executive VP & CFO, General Motors Company	4
Analysts	Joseph Spak — Analyst, UBS Investment Bank, Research Division; Dan Levy — Senior Analyst, Barclays Bank PLC, Research Division; Andrew Percoco — Head of North America Autos and Shared Mobility Research & Equity Analyst, Morgan Stanley, Research Division; Itay Michaeli — Senior Analyst, TD Cowen, Research Division; Michael Ward — Managing Director, Citigroup Inc., Research Division; Emmanuel Rosner — Managing Director of Research & Senior Research Analyst, Wolfe Research, LLC; Gautam Narayan — Assistant Vice President, RBC Capital Markets, Research Division; Mark Delaney — Equity Analyst, Goldman Sachs Group, Inc., Research Division; Rajat Gupta — Research Analyst, JPMorgan Chase & Co, Research Division	9

Curated latest-call exchanges; one row per analyst topic.

Analyst	Firm	Topic	What changed in Q&A
Dan Levy	Barclays Bank PLC, Research Division	Size of the guidance raise versus the disclosed positives	Levy said better pricing, warranty, wholesales and commodities add up to more than the raise, and asked what offsets them. Jacobson pushed back on the premise, said GM is not projecting lower second-half commodity prices, and characterized the raise as banking first-half outperformance on the assumption costs have plateaued. The unexplained gap was not fully closed.
Emmanuel Rosner	Wolfe Research, LLC	2027 puts and takes	Rosner noted every 2027 driver management listed was a tailwind and asked for the headwinds. Jacobson acknowledged inflationary pressures are to be expected but declined to quantify anything, returning to the multi-year trajectory on warranty, EV profitability and digital revenue. The hardest exchange of the call on the forward case.
Dan Levy	Barclays Bank PLC, Research Division	Pricing power on the next-generation full-size pickup	Asked what specifically drives the pricing upside from an already dominant share position. Jacobson pointed to added features and a richer early trim mix and said GM would take price where it can, but declined to say how the truck will be priced. Barra added the real volume upside sits in 2028 once the engine plants and Orion are running.
Joseph Spak	UBS Investment Bank, Research Division	Super Cruise pricing as it becomes standard content	Spak asked whether the upfront option price or the monthly subscription changes as Super Cruise is democratized. Barra said there is nothing specific to announce. Jacobson redirected to attach rates in the 30% to 40% range and $6.3 billion of deferred revenue, leaving the pricing architecture question unanswered.
Rajat Gupta	JPMorgan Chase & Co, Research Division	Whether 2026 onshoring costs recur in 2027	Asked if the $1 billion to $1.5 billion of onshoring and software spend contains one-time items. Jacobson said the bulk is recurring hiring and training cost, with the drag coming from staffing ahead of production, partly offset as volume ramps. He also said no significant additional autonomy or R&D investment is expected next year.
Andrew Percoco	Morgan Stanley, Research Division	Affordability and a possible mix shift toward crossovers	Asked whether guidance assumes consumers trade down to smaller vehicles. Barra rejected the premise flatly, saying the shift has been predicted for months and is not happening, and that GM is building everything it can sell in full-size trucks and utilities.
Mark Delaney	Goldman Sachs Group, Inc., Research Division	Micron memory agreement and 2027 DRAM cost visibility	Asked whether the expanded Micron collaboration gives a clear view of 2027 memory costs. Barra described strategic relationships with Micron and Samsung and a joint technology road map but said GM has not disclosed pricing, so the cost visibility question went unanswered.
Michael Ward	Citigroup Inc., Research Division	Scale of the new businesses versus GM Financial	Asked whether digital services, defense, insurance and energy could together contribute at or above GM Financial's level within five years. Jacobson would not give a number, pointing to deferred revenue disclosure, the revenue base already above $3 billion and historically disclosed OnStar margins around 70%. Barra endorsed the framing without sizing it.

Theme tracker

Themes are curator-classified across supplied calls.

Theme	Status	Quarters mentioned	Read-through
North America 8% to 10% EBIT-adjusted margin	persisted	Q4 2023, Q4 2024, Q1 2025, Q2 2025, Q3 2025, Q4 2025, Q1 2026, Q2 2026	The single most durable commitment in the history. The framing moved through four stages: delivered (9.2% for full year 2024), then defended on an ex-tariff basis (roughly 9% excluding tariffs in Q2 and Q3 2025 against reported margins near 6%), then labelled an aspirational target in Q3 2025, then re-underwritten as a clear and achievable path for 2026, and finally reported at 8.6% in Q2 2026. Management never abandoned the number through the tariff trough, which is part of why the Q2 2026 delivery carries weight.
Tariffs and trade policy	persisted	Q4 2024, Q1 2025, Q2 2025, Q3 2025, Q4 2025, Q1 2026, Q2 2026	Entered as a risk explicitly excluded from 2025 guidance, became the dominant Q&A topic for four straight calls, and has since compressed into a line item. Gross exposure went from $4 billion to $5 billion at the Q1 2025 reset, to $3.5 billion to $4.5 billion in Q3 2025, to $3.1 billion actual for 2025, to $2.5 billion to $3.5 billion for 2026. In Q2 2026 the topic surfaced only as a USMCA content question; the mitigation story has shifted from self-help offsets to onshoring capacity.
EV volume scale-up as the primary profit lever	dropped	Q3 2023, Q4 2023, Q1 2024, Q2 2024, Q3 2024, Q4 2024, Q1 2025, Q2 2025	For seven consecutive calls GM anchored EV economics to volume: 200,000 to 300,000 Ultium units, variable profit positive in Q4 2024, a $2 billion to $4 billion year-over-year EBIT improvement on roughly 300,000 wholesales, mid-single-digit EV margins in 2025. From Q3 2025 the volume target disappears entirely and is replaced by capacity reduction. Q2 2026 offers no EV volume number at all, only that wholesales should be up slightly in the second half. This is the clearest abandoned commitment in the set.
EV capacity rightsizing and restructuring charges	emerged	Q3 2025, Q4 2025, Q1 2026, Q2 2026	Began with a $1.6 billion charge in Q3 2025 and the Orion conversion from EV to ICE, then $6 billion more in Q4 2025 including the BrightDrop discontinuation, then $1.1 billion in Q1 2026 and $2.3 billion in Q2 2026. Cumulative charges reached $10.9 billion since the second half of 2025, of which about $7.2 billion is cash. Management now says the material cash charges are substantially complete, which if it holds removes a four-quarter overhang.
Warranty cost	persisted	Q3 2023, Q3 2024, Q4 2024, Q1 2025, Q2 2025, Q3 2025, Q4 2025, Q1 2026, Q2 2026	Present on essentially every call for three years, and the one theme that has fully inverted. It ran from repair-cost inflation in 2023, through the L87 engine issue and a $900 million year-over-year headwind in Q3 2025, to a guided $1 billion benefit for 2026 raised to $1 billion to $1.5 billion in Q2 2026. The pivot point management named repeatedly was monthly warranty cash outflows flattening before accruals could follow.
Software and services revenue disclosure (OnStar, Super Cruise)	persisted	Q4 2024, Q1 2025, Q2 2025, Q3 2025, Q4 2025, Q1 2026, Q2 2026	The disclosure has escalated every quarter, from a five-year Super Cruise revenue ambition in Q4 2024 to a standalone deferred-revenue metric that grew from $4 billion to $6.3 billion across four calls, with 2026 recognized revenue above $3 billion and gross margins described around 70%. It has also become the most-asked topic in recent Q&A, largely from Morgan Stanley, Citi and UBS. Worth watching because it is the part of the 2027 bridge with the most disclosure behind it.
Robotaxi and the Cruise business	dropped	Q3 2023, Q4 2023, Q1 2024, Q2 2024, Q3 2024, Q4 2024	Cruise carried its own expense line, its own vehicle program and multiple analyst questions per call through 2024. GM stopped funding robotaxi development in Q4 2024, folded the team into North America, and the last analyst question about Cruise as a business came in Q1 2025. Autonomy did not disappear but was re-scoped: Barra said in Q3 2025 that GM is not in rideshare, and the target is now eyes-off, hands-off on the Cadillac Escalade IQ in 2028.
Onshoring U.S. production toward more than 2 million units	emerged	Q2 2025, Q3 2025, Q4 2025, Q1 2026, Q2 2026	Started as a $4 billion capacity announcement framed as tariff mitigation, then expanded with additional Equinox capacity in Kansas and the Orion conversion. It now carries a cost as well as a benefit: $1 billion to $1.5 billion of 2026 spend on onshoring, supply chain and software, weighted to the second half, with Escalade production moving to Orion. The benefit is claimed for 2027 and beyond, so this theme is currently all cost and no proof.
Commodity, logistics and DRAM inflation	emerged	Q4 2025, Q1 2026, Q2 2026	Introduced at $1 billion to $1.5 billion for 2026, raised to $1.5 billion to $2 billion in Q1 2026 on the Iran conflict, and held there in Q2 2026 with the headwind weighted to the second half. This is the only quantified 2026 headwind that has been revised upward, and management explicitly excluded further escalation from guidance. It is also the item most likely to carry into 2027 given the lag in how the costs flow through.
Non-automotive growth businesses (GM Defense, GM Insurance, energy storage)	emerged	Q2 2026	Barra devoted a large block of prepared remarks to GM Defense revenue growing to almost $700 million in 2026 with a targeted growth rate above 30%, GM Insurance scaling from 3 states to 21, and a sodium-ion battery position through Peak Energy. Only one call so far, and management repeatedly declined to size the contribution, so treat this as a narrative under construction rather than an established theme.

Guidance ledger

Quotes, calls, and speakers are source-verified; outcomes are curator-classified.

Verbatim guidance	Call	Speaker	Curator outcome	Outcome note
“we are narrowing full year 2024 guidance to EBIT adjusted to the $14 billion to $15 billion range, EPS diluted adjusted to the $10 to $10.50 a share range, which are both at the high end of our prior guidance”	General Motors Company, Q3 2024 Earnings Call, Oct 22, 2024 · 2024-10-22T12:30:00	Paul Jacobson	kept	The Q4 2024 call reported full year EBIT adjusted of $14.9 billion, at the high end of the October range, and EPS diluted adjusted of $10.60.
“We expect EBIT-adjusted in the $13.7 billion to $15.7 billion range, EPS diluted adjusted to be in the $11 to $12 per share range and adjusted automotive free cash flow in the $11 billion to $13 billion range.”	General Motors Company, Q4 2024 Earnings Call, Jan 28, 2025 · 2025-01-28T13:30:00	Paul Jacobson	missed	This guide explicitly excluded future policy changes. It was reset to $10 billion to $12.5 billion on the Q1 2025 call once tariffs were quantified, and the Q4 2025 call reported full year 2025 EBIT adjusted of $12.7 billion, below the original range.
“we anticipate EV profitability improvements at the low end of our $2 billion to $4 billion EBIT year-over-year target. This improvement is based on wholesales of around 300,000 units”	General Motors Company, Q4 2024 Earnings Call, Jan 28, 2025 · 2025-01-28T13:30:00	Paul Jacobson	missed	By Q3 2025 Barra said near-term EV adoption would be much lower than planned, and GM began reducing EV capacity. No 300,000-unit wholesale figure appears in any later call, and $10.9 billion of EV-related charges were recorded from the second half of 2025 through Q2 2026.
“we are expecting a $4 billion to $5 billion impact from tariffs”	General Motors Company, Q1 2025 Earnings Call, May 01, 2025 · 2025-05-01T12:30:00	Paul Jacobson	missed	Gross tariff exposure was lowered to $3.5 billion to $4.5 billion in Q3 2025 and the Q4 2025 call reported $3.1 billion for the full year, below the original range. The variance was favorable, driven by the expanded MSRP offset and a lower Korea rate.
“This results in EBIT adjusted in the $10 billion to $12.5 billion range, EPS diluted adjusted in the $8.25 to $10 per share range and adjusted automotive free cash flow in the $7.5 billion to $10 billion range.”	General Motors Company, Q1 2025 Earnings Call, May 01, 2025 · 2025-05-01T12:30:00	Paul Jacobson	kept	Raised to $12 billion to $13 billion in Q3 2025 and delivered at $12.7 billion of EBIT adjusted and $10.6 billion of adjusted automotive free cash flow, both above the top of this May range.
“we are raising our calendar year 2025 guidance to EBIT-adjusted of $12 billion to $13 billion, EPS diluted adjusted of $9.75 to $10.50 per share and adjusted automotive free cash flow of $10 billion to $11 billion”	General Motors Company, Q3 2025 Earnings Call, Oct 21, 2025 · 2025-10-21T12:30:00	Paul Jacobson	kept	The Q4 2025 call reported $12.7 billion of EBIT adjusted and $10.6 billion of adjusted automotive free cash flow, both inside the raised ranges.
“Now let's turn to our 2026 guidance, where we expect EBIT adjusted of $13 billion to $15 billion, EPS diluted adjusted of $11 to $13 per share and adjusted automotive free cash flow of $9 billion to $11 billion.”	General Motors Company, Q4 2025 Earnings Call, Jan 27, 2026 · 2026-01-27T13:30:00	Paul Jacobson	pending	Raised to $13.5 billion to $15.5 billion in Q1 2026 and to $14 billion to $16 billion in Q2 2026. The year is not complete in the supplied call history.
“we are seeing positive trends in warranty costs, which are expected to deliver $1 billion benefit versus 2025”	General Motors Company, Q4 2025 Earnings Call, Jan 27, 2026 · 2026-01-27T13:30:00	Paul Jacobson	pending	Tracking ahead. Q1 2026 reported roughly $200 million of first-quarter improvement, and Q2 2026 raised the full-year assumption to $1 billion to $1.5 billion with $500 million realized in the first half and most of the remainder expected in the third quarter.
“we anticipate gross tariff costs in the $3 billion to $4 billion range”	General Motors Company, Q4 2025 Earnings Call, Jan 27, 2026 · 2026-01-27T13:30:00	Paul Jacobson	pending	Lowered to $2.5 billion to $3.5 billion in Q1 2026 after the IEEPA accounting adjustment tied to the Supreme Court decision. Approximately $1.3 billion was incurred through the first half of 2026, net of a $500 million IEEPA benefit.
“We now expect EBIT adjusted of $14 billion to $16 billion, up from $13.5 billion to $15.5 billion. EPS diluted adjusted of $12 to $14, up from $11.50 to $13.50 per share and adjusted automotive free cash flow of $9.5 billion to $11.5 billion, up from $9 billion to $11 billion previously.”	General Motors Company, Q2 2026 Earnings Call, Jul 21, 2026 · 2026-07-21T12:30:00	Paul Jacobson	pending	Second raise of 2026. First-half EBIT adjusted was $8.2 billion. Guidance assumes no material escalation in the Middle East and no significant increase in inflationary pressure from current levels.

Q&A pressure map

Question counts and firms are curator tallies; analyst coverage shown above.

Topic	Questions	Firms	Pressure / response
Pricing, incentives and the pricing walk	31	Barclays Bank PLC, UBS Investment Bank, JPMorgan Chase & Co, Evercore ISI Institutional Equities, TD Cowen	The only topic raised in every one of the last eight calls, and the most persistent. Analysts repeatedly challenged the gap between third-party pricing data and GM's pricing bridge, and pushed on whether the planning assumption is a forecast. Management has been consistent and reasonably direct here, repeatedly describing the guide as a planning convention rather than an expectation, and the outcome has usually landed better than the assumption.
Guidance construction and the EBIT bridge	24	Barclays Bank PLC, TD Cowen, BNP Paribas, UBS Investment Bank, Evercore ISI Institutional Equities	A standing line of attack: analysts add up the disclosed walk items, find they do not reconcile to the guide, and ask what is missing. It recurred in Q4 2025 from Wells Fargo, in Q2 2026 from Barclays, and in Q4 2025 from BNP Paribas on the North America margin math. Answers tend to resolve into unquantified core margin improvement rather than a closed bridge, which is the softest spot in an otherwise well-disclosed set of remarks.
Tariffs, trade deals and mitigation	23	UBS Investment Bank, JPMorgan Chase & Co, BofA Securities, Morgan Stanley, Citigroup Inc.	Concentrated in the four calls from Q4 2024 through Q3 2025, when analysts pressed hard on the size of the gross number, what was and was not assumed for Korea, Mexico and Canada, and how much of the offset was really pricing. Management held to a disclosed three-bucket framework and, unusually, over-delivered against it. Pressure has since dissipated.
Super Cruise, OnStar and digital services economics	18	Morgan Stanley, Citigroup Inc., UBS Investment Bank, Goldman Sachs Group, RBC Capital Markets	The fastest-growing pressure point, and now the largest topic in the most recent call. Questions have moved from attach rates to harder ground: addressable car park, hardware gating, ARPU versus Tesla, and pricing architecture. The Q2 2026 exchange with UBS on whether Super Cruise pricing changes as it becomes standard content did not get an answer; Citi's question on activating the existing car park drew a partial one, with Barra citing roughly 22 million vehicles that received an over-the-air update.
China	13	JPMorgan Chase & Co, RBC Capital Markets, Morgan Stanley, Goldman Sachs Group, BofA Securities	Sustained pressure through 2024 and 2025 as losses, restructuring charges and the durability of the turnaround were probed quarter after quarter. Q2 2026 was the first call in the set with no dedicated China question, which tracks the equity income line stabilizing and management's disclosure shrinking to a couple of sentences.
Autonomy road map	12	Morgan Stanley, JPMorgan Chase & Co, TD Cowen, BofA Securities, RBC Capital Markets	Questioning shifted alongside the strategy: from Cruise funding, the Origin and robotaxi timing in 2024 to eyes-off timing, supervised on-road testing and long-term autonomy pricing in 2026. Answers on milestones have consistently been deferred rather than dated, with the 2028 Escalade IQ launch the only fixed marker.
EV losses, capacity and restructuring charges	8	Wolfe Research, Evercore ISI Institutional Equities, Barclays Bank PLC, Goldman Sachs Group, Morgan Stanley	Notably lighter than the size of the charges would suggest. Wolfe and Evercore probed how much structural cost the writedowns actually remove, and Barclays asked in Q4 2025 whether the fixed cost base still matches an ICE-heavier mix. Management sized the charges precisely but never quantified the resulting run-rate cost reduction, and no analyst forced the point in Q2 2026.
Commodity, logistics and DRAM inflation	9	Barclays Bank PLC, Wolfe Research, Goldman Sachs Group, BofA Securities, TD Cowen	Newer pressure that arrived with the Q4 2025 guide and intensified in Q1 2026 around hedging, contract structure and shortage risk. Goldman's Q2 2026 question on whether the Micron agreement gives 2027 memory cost visibility was answered with relationship detail rather than cost detail.
Warranty	5	UBS Investment Bank, Barclays Bank PLC, Wolfe Research	Surprisingly few direct questions given how large the swing has been, and concentrated in UBS. That is partly because management pre-empted it in prepared remarks for several quarters running, including unusually blunt self-criticism in Q2 and Q3 2025.

Language shifts

Only language evidence verified against the referenced component is shown.

Observation	Verbatim evidence	Call ID	Component
Warranty language reached its most self-critical point in Q3 2025, with an unqualified admission rather than the usual framing around repair-cost inflation. It is the clearest instance in the set of management naming a problem before an analyst did.	“Warranty expense was a $900 million headwind year-over-year in the third quarter. This is too high, and we need to do better.”	1961672012	3
The EV language turned in Q3 2025. Prior calls described a slower but still upward trajectory; this was the first time management stated the planning assumption itself had been wrong, in the same remarks that still called EVs the company's North Star.	“it's clear that near-term EV adoption will be much lower than planned”	1961672012	2
In Q3 2025 the North America margin target was demoted from a commitment to an aspiration, paired with defensive framing about not making excuses. This was the low point in confidence on the company's central financial promise.	“that's our aspirational target, and we're not making excuses about what's happening to us”	1961672012	31
By Q2 2026 the same target is described as achieved and held, three quarters after being called aspirational. The shift from conditional to declarative language on this specific number is the single largest confidence change across the history.	“Having worked through much of that pressure, we are solidly back within our 8% to 10% margin target”	2007275320	3
Q1 2026 introduced explicit war and duration-uncertainty vocabulary into the guidance rationale, a category of risk absent from earlier calls where uncertainty language centred on trade and regulation. The Q2 2026 guide still carries a Middle East escalation caveat.	“the war in Iran has raised our costs and its duration remains uncertain”	1992004510	2
Language on EV charges moved from open-ended to closing. In Q3 2025 further charges were expected but unsized; in Q2 2026 management asserted completion, hedged only by a reference to possible true-ups.	“we believe these actions substantially complete the material cash charges we expect to incur as we align our EV capacity and manufacturing footprint with the changes in regulatory policy”	2007275320	3
Q2 2026 prepared remarks adopted a new comparative and slightly combative register, benchmarking GM's margin trajectory against the peer set rather than against its own prior guidance. It reads as a company arguing it has been underrated rather than one defending a shortfall.	“We haven't made excuses. We've just continued to perform.”	2007275320	2

Twelve calls make the recovery case concrete rather than promissory: the North America margin target survived being downgraded to an aspiration and was delivered at 8.6%, warranty flipped from a $900 million quarterly headwind to a guided full-year benefit, and the EV charges look closed. What the history does not yet support is the 2027 step-up. Every driver management named for next year is a tailwind, the one quantified headwind has already been revised upward twice, and the newest growth stories - GM Defense, GM Insurance, energy storage - have exactly one call of disclosure behind them and no sizing. The debate is no longer whether GM can execute through disruption; it is whether the next leg of margin expansion is as one-sided as the prepared remarks imply.

---

Competitors describe General Motors Company's market in their own filings and calls. These verified passages and visual pages show where their strategies meet, using source documents preserved in Sources.

Ford Motor Company (F)

The closest competitor GM has: the same U.S. home market, the same full-size pickup and large-SUV profit pools, the same UAW cost base, the same commercial-fleet customers, and a captive finance arm alongside. Ford is one of the two rivals its own management is describing when it talks about "our two largest competitors" in Class 1–7 trucks and "our key competition" in full-size pickups. Exhibits here are confined to the North American truck, fleet and pricing discussion, where the overlap with Chevrolet Silverado / GMC Sierra, Tahoe / Suburban and GM Envolve is direct; Ford's aluminum-supply (Novelis) and Ford Energy storage commentary is left out.

An analyst asks Ford directly about "competitors out there that are sort of trying to regain share in North American trucks" — the segment where Silverado and Sierra sit against F-Series — and the head of Ford Blue answers on the record. The claims are Ford's own and unaudited: two points of revenue share and one and a half points of volume share gained in 2025, and truck leadership "expanded… over our key competitors each of the last two years." Note what is being measured — share of the full-size pickup segment, on Ford's definition, not total U.S. share, and revenue share moved more than volume share, which is a mix and transaction-price statement as much as a units one. The closing line is the operative one for GM: Ford says it intends to hold the segment by managing stock and incentive spend rather than by discounting into share.

Joseph Spak (Analyst) and Andrew Frick (President of Ford Blue and Model E): Okay. Thank you for that. And then just the second question, another one, I guess, on market factors. I wanna focus, I guess, specifically on two areas. You know, one is you've got some competitors out there that are sort of trying to regain share in North American trucks and European LCVs. So how do you think about the market impact there? […] Yeah, Joe. It's Andrew Frick. First of all, let me comment on the first part around full-size pickup. That is always a competitive segment, so this is nothing new for us. And as the leader, we have to be ready for challenges at all times. We have a great pickup lineup right now. Great F Series lineup, covering the breadth of the entire segment, and we've actually been growing. In fact, last year, as Jim mentioned, we grew two points of revenue share and one and a half points of volume share in 2025, and we've actually expanded our truck leadership position over our key competitors each of the last two years and by a sizable margin. But as we enter this year, in '26, we, of course, always approach it humbly. Our dealer network is really set up and is a real strength for us. They continue to invest in the truck business. Our stock positions are on the low end of our day supply range right now, and our overall market approach is to remain disciplined in our market equation, balancing stock share and our incentive spending.

p. 7 · Read in context →

Ford's CFO puts a three-part claim on the Q1 2026 call: for the quarter, F-150 had the highest retail share, the highest average transaction price and the lowest incentive spend per unit "versus our key competition" — the peer set that is principally Silverado, Sierra and Ram. All three are Ford's own characterisations, with no source or comparison set disclosed, and the "highest retail share" is measured on retail only, excluding fleet, where GM's mix differs. Taken at face value it is a claim to be winning volume and price simultaneously while spending less to do it; that combination, if it persists, is what compresses a competitor's pricing headroom in the segment.

Sherry House (CFO): Third, relative to U.S. inventory, we expect to remain within our target of 55 to 65 retail days supply for the year. F-Series sales remain healthy as inventory recovers from the Novelis supply disruption. America's best-selling truck delivered year-over-year retail share improvement of 30 basis points in March, and we are carrying that momentum into Q2. Our team is effectively managing tight retail day supply by helping dealers fill inventory gaps while ensuring high demand trim levels are in ample supply. We are also producing a richer mix of product as we continue to ramp Novelis. And importantly, on average, we are spending less on incentives than our competitors. In fact, for the quarter, F-150 had the highest retail share, highest average transaction price and the lowest incentive spend per unit versus our key competition.

p. 2 · Read in context →

Ford's framing of its commercial-vehicle position, from the FY2025 results call (the sentence begins on the previous page: "In the U.S., Ford Pro's class one through / seven market share is over 42%"). The comparison is the notable part — Ford states its Class 1–7 share is roughly the size of its two largest competitors combined, a set that includes GM. It is a share-of-segment claim on Ford's own definition of Class 1–7 and is not reconciled to any third-party registration data. The second half is the strategic collision rather than the share one: Ford is attaching software and physical services to the fleet relationship, reporting those at 19% of Ford Pro EBIT against a 20% target — the same recurring-revenue ground GM is contesting with GM Envolve and OnStar fleet services.

Jim Farley (President and CEO): […] seven market share is over 42%, roughly the size of our two largest competitors combined. In Europe, with the number one commercial brand, for the eleventh straight year. […] Software and physical services grew 10% and now contribute 19% for Ford Pro's EBIT, rapidly approaching our 20% target. And we continue to deepen our competitive moat. Thanks to our dealers, we're specializing in investing in more and forming new partnerships like ServiceTitan to broaden our reach and integrate directly with the trades.

p. 2 · Read in context →

Stellantis N.V. (STLA)

Stellantis is the other Detroit truck-and-SUV franchise — Ram against Silverado and Sierra, Jeep against Chevrolet and GMC utilities, and the same UAW plants and dealer network economics. Its 20-F is unusual among GM's peers in that it publishes market-share tables that name GM by automaker for both of its largest markets, the U.S. and Brazil, giving an outside-in read on GM's position in the two places GM sells most. Only the North America and South America vehicle discussion is used; the Enlarged Europe, Middle East & Africa, Maserati and Leapmotor material is out of scope.

Asked what Stellantis will offer U.S. buyers below $40,000, the CEO concedes low current penetration there and commits part of a $13 billion four-year U.S. investment to the segment, plus a Ram midsize pickup for Q4 2027. Both statements point at ground GM occupies: the sub-$40,000 band where Trax, Trailblazer and Equinox are GM's volume answer, and the midsize pickup segment held by Colorado and Canyon, which has had no Ram entrant since 2011. This is a stated plan with a date, not a shipped product, and Stellantis is announcing it from a position of 7.6% U.S. share and a loss-making 2025; the relevance is that it adds a competitor to two segments rather than that it displaces anyone yet.

Antonio Filosa (Chief Executive Officer): Okay, I will start. So when we look at US and when we look at the sub $40,000 US dollar market, for sure, this is a portion of the market where our current penetration is low. And we are investing within the $13 billion investment over the next four years, also in that part of the segment. We will deliver products to be credible players, also, in the below 40k US dollar portion of the market, which is very large. I will give you an example that we already announced around additional affordability on our line-up. Well, the Ram will launch a midsize pickup truck that we will develop now, and we will launch to the market by quarter four 2027.

p. 11 · Read in context →

Tesla, Inc. (TSLA)

Tesla is the volume leader in the U.S. electric market GM has spent the most capital trying to enter, and the reference point for two of GM's stated growth vectors: affordable EVs and hands-off driver assistance sold as software. Only the automotive and FSD discussion is used here — the energy storage, Optimus, Terafab and solar-cell material is a different business and is excluded, even though it dominates the calls.

How Tesla defines its own competitive set in its FY2025 Form 10-K. Two things matter for GM. First, Tesla says it competes on traditional segment classification as well as propulsion — Cybertruck against pickup trucks, Model Y against compact SUVs — which is the same framing that puts it against Silverado EV and Equinox EV rather than only against other EVs. Second, the autonomy paragraph places Tesla's Robotaxi service in competition with ride-hailing and taxi services, and cites the Supercharger network as part of the offer. This is boilerplate 10-K competition language and names no rival; it is useful as Tesla's own statement of where it thinks the fight is, not as evidence about relative position.

Item 1. Business — Competition: The worldwide automotive market is highly competitive and we expect it will become even more competitive in the future as a significant and growing number of established and new automobile manufacturers, as well as other companies, have entered, or are reported to have plans to enter the electric vehicle market.

We believe that our vehicles compete in the market based on both their traditional segment classification as well as their propulsion technology. For example, Cybertruck competes with other pickup trucks, Model S and Model X compete primarily with premium sedans and premium SUVs and Model 3 and Model Y compete with small to medium-sized sedans and compact SUVs, all of which are extremely competitive markets. Competing products typically include internal combustion vehicles from more established automobile manufacturers; however, many established and new automobile manufacturers have entered or have announced plans to enter the market for electric and other alternative fuel vehicles. Overall, we believe these announcements and vehicle introductions promote the development of the electric vehicle market by highlighting the attractiveness of electric vehicles relative to internal combustion vehicles. Many major automobile manufacturers have electric vehicles available today in major markets including the U.S., China and Europe, and other current and prospective automobile manufacturers are also developing electric vehicles. In addition, several manufacturers offer hybrid vehicles, including plug-in versions. […] As we seek to become a top provider of autonomous solutions, we also face competition in the fields of AI and robotics. We expect our Robotaxi service to compete in this developing market, along with traditional ride-hailing and taxi services, through continued progress on our FSD (Supervised) and neural network capabilities, Supercharger network and infotainment offerings.

p. 13 · Read in context →

Tesla's read on the electric pickup segment, answering a shareholder question about whether it would build a conventional-looking truck. The claim is bounded: Cybertruck outsells other electric trucks — a segment that includes Silverado EV, Sierra EV and Hummer EV — not that it outsells pickups generally, and no volumes are given. The second sentence is the one to weigh: "Our competition continues to pull back" is Tesla's characterisation of rivals scaling back electric truck programmes, offered without specifics. GM has publicly slowed EV truck output, so the direction is consistent with the record, but the sentence is an assertion about competitors made by an interested party.

Shareholder question via say.com and Lars Moravy (VP of Vehicle Engineering): After the unveil of the Cybertruck, Elon stated tha if it didn't sell well, Tesla would build a more conventional-looking pickup. How practical would it be to create this new design on the Cybertruck architecture, and could it be conveniently built on the existing production lines?

Lars Moravy (VP of Vehicle Engineering):

Actually, in its segment, CyberTruck can be a leader and is selling more than any other electric truck out there. Our competition continues to pull back.

p. 6 · Read in context →

Toyota Motor Corporation (TM)

Toyota is the automaker closest behind GM in U.S. share — 15.3% against GM's 17.2% in 2025 on Stellantis' published estimates, and closing — and it is the company that made hybrids, rather than battery-electrics, the profitable middle path in North America. That is directly relevant to GM, which has comparatively little hybrid volume in its U.S. lineup. Only the consolidated automotive and electrification commentary is used; the Hino deconsolidation, Toyota Industries buyout and Japan governance material is set aside. Note these transcripts are third-party (Quartr via MarketBeat) captures of the results briefing and are truncated before the Q&A.

Toyota's own scorecard for the year to March 2026: 10,477,000 Toyota and Lexus vehicles, and electrified sales above 5 million units for the first time, "primarily driven by HEVs that were well-received in regions such as North America and China." The framing is Toyota's — "price revisions underpinned by strong product competitiveness" is a claim to pricing power, not a measurement of it, and operating income still fell to ¥3.8 trillion under U.S. tariffs. The volumes are the point for GM: roughly half of Toyota's global sales now carry an electrified powertrain, overwhelmingly conventional hybrids, and North America is named as a lead region for that mix.

Takanori Azuma (Accounting Group Chief Officer): Operating income for fiscal year 2026 amounted to JPY 3.8 trillion. Despite the impact of U.S. tariffs, we were able to secure profits in line with our guidance due to increased vehicle sales volumes and the effects of price revisions underpinned by strong product competitiveness as well as steadily accumulated improvement efforts, such as expanded value chain profits. […] Consolidated vehicle sales for this fiscal year reached 9,595,000 units, or 102.5% year-on-year. Toyota and Lexus vehicle sales totaled 10,477,000 units or 102.0% over the previous fiscal year. Thanks to strong demand from customers, mainly in Japan and North America, vehicle sales increased. Sales of electrified vehicles exceeded 5 million units for the first time, primarily driven by HEVs that were well-received in regions such as North America and China, while PHEVs and BEVs also posted volume growth.

p. 9 · Read in context →

Honda Motor Co., Ltd. (HMC)

Honda holds roughly 8.6% of the U.S. market and competes with GM across crossovers and mid-size pickups, but the sharper connection is strategic: Honda's two current North American EVs, the Prologue and Acura ZDX, are built by GM under the companies' platform agreement, and Honda has now written off its own North American EV programme and redirected the region to internal-combustion and hybrid volume. Only the automobile-business discussion is used; motorcycles, which carry Honda's record profits, and power products are excluded.

Honda quantifies its retreat from North American electric vehicles: cancelling the launch and development of EV models scheduled for North American production produced ¥1,310.6 billion of additional fourth-quarter losses, taking full-year EV-related losses to ¥1,577.8 billion and turning a ¥1,039.3 billion adjusted operating profit into a ¥414.3 billion reported loss. The figures are Honda's own, and the split between adjusted and reported profit is Honda's presentation. For GM the read-through is twofold — a second large manufacturer has concluded the North American EV volume it planned is not there, and the capacity and battery supply behind those cancelled models leaves the market.

Financial results briefing for FYE March 31, 2026 (May 14, 2026): In addition, as we explained on March 12, the cancellation of the launch and development of EV models that had been scheduled for production in North America resulted in additional losses of 1 trillion 310.6 billion yen in the fourth quarter.

As a result, total EV-related losses for the fiscal year ended March 2026 amounted to 1 trillion 577.8 billion yen.

Consequently, operating profit for the fiscal year ended March 2026 was a loss of 414.3 billion yen.

Excluding the 1 trillion 453.6 billion yen in EV-related losses, operating profit was 1 trillion 39.3 billion yen.

p. 2 · Read in context →

Honda's strategy slide from the February 2026 results deck, in management's own words. Three elements collide with GM. Honda states its automobile profitability rests on internal-combustion and hybrid technology, not electrification; it says it will "clear up as much of the losses possible related to EVs currently marketed in North America" — the vehicles GM builds for Honda on its platform; and it commits to next-generation hybrid systems plus next-generation ADAS fitted to hybrids, which puts advanced driver assistance into mainstream hybrid price points rather than reserving it for EVs or premium trims. The profitability claim excludes tariffs and one-time EV expenses, which is a substantial exclusion.

Management Direction in Light of Changes in the Business Environment: In automobile business, leveraging the internal combustion engine and hybrid technologies we have cultivated over many years, we have maintained a business structure capable of steadily generating profits for the nine months ended December 31, 2025, excluding the impacts of tariffs and one time EV related expenses. […] Under these circumstances, we believe our key challenge is to build a lean business structure that can respond flexibly to changes in the business environment, while achieving product and cost competitiveness that surpasses that of emerging OEMs.

To address these challenges, we aim to clear up as much of the losses possible related to EVs currently marketed in North America within the current fiscal year.

At the same time, we are exercising disciplined control over expenditures in line with the business environment, and making swift management decisions aligned with trends in the electrification market, including a review of our EV model lineup and capital expenditure plans.

Meanwhile, to further enhance the profitability of our hybrid models, we are preparing for the launch of next generation hybrid systems, as well as the introduction of next generation ADAS in hybrid models as well.

p. 20 · Read in context →

The forward plan that follows from the write-off: for the year to March 2027 Honda intends to grow North American volume by "primarily strengthen[ing] ICE/HEV sales." The accompanying unit table on page 14 of the same deck puts numbers on it — North American automobile sales guided from 1,605 thousand to 1,705 thousand units, a 100 thousand unit increase that is the largest single regional gain in the forecast. This is guidance, not a result, and it is set against a year in which Honda's North American automobile volumes fell. The competitive fact for GM is the direction: incremental Honda volume in GM's home market is planned to arrive in combustion and hybrid segments, not electric ones.

Financial Forecast for FYE March 31, 2027: Operating profit 500.0 billion yen（Adjusted operating profit excluding EV-related losses ：1 trillion yen） Despite the situation in the Middle East & higher material costs, target adjusted OP in line with the previous year via Motorcycles vol. gains & efficiency (fixed-cost cuts).

Motorcycle business： By expanding production capacity in India and other measures, we plan to capture strong demand and target record-high sales of 22.8 mil. units.

Automobile business： In Asia, we will support unit sales through model updates, while in North America will primarily strengthen ICE/HEV sales to increase volumes.

p. 3 · Read in context →

More peer documents

Stellantis — Q3 2025 shipments and revenues call — Q3 FY2025 · 14 pages · Pages 4–5 lay out the $13 billion U.S. investment in full: five new vehicles, U.S. production up 50%, Ram returning to both the midsize truck and large SUV segments by 2028, and a stated 12% North American commercial-vehicle share — the plan that puts Ram back against Colorado, Tahoe and Silverado HD. · Open →

Stellantis — FY2024 Form 20-F — FY2024 · 307 pages · Pages 18 and 24 carry the prior-year versions of the same U.S. and Brazil share tables naming GM, giving a five-year run when combined with FY2025; pages 28 and 83 set out the GM v. FCA US racketeering litigation history from Stellantis' side. · Open →

Ford Motor Company — FY2025 Form 10-K — FY2025 · 180 pages · Page 9 gives Ford's sales, industry-volume and share table for nine markets (U.S. share 13.2% of a 16.7 million unit industry) plus a U.S. split of electric, hybrid and combustion sales — the cleanest peer-side sizing of the powertrain mix GM is exposed to. · Open →

Tesla — Q2 2026 earnings call — Q2 FY2026 · 12 pages · Pages 3–5 give the latest FSD and robotaxi metrics — about 55% of North American deliveries with FSD enabled at delivery, nearly 1.5 million paid customers, 380,000 unsupervised robotaxi miles across six cities — the benchmark set GM's Super Cruise and autonomy disclosures get measured against. · Open →