1. Tim Lee President, GM International Operations

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

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

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

5. GM International Operations 5

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

7. Nominal GDP Per Capita New Vehicle Sales Per 1,000 People 2000 2010 Country Prosperity & Vehicle Sales

8. 8 Vehicle Ownership

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

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

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

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

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

14. Product Development Strategy 14 GLOBAL ARCHITECTURES 1 Chevrolet CruzeChevrolet SonicChevrolet Spark

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

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

17. International Global Regional 17 GMIO Brands

18. Electrification 18 Chevrolet VoltBuick LaCrosse with eAssist

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

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

21. New Chevrolet Utility Growing Investment in South Africa 21

22. Chevrolet Sonic Hatch Growing Investment in South Africa 22

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

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

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

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

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

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

29. Becoming Globally Competitive No. of Days Lost Due to Strikes -2009 29 Address the labour issue Millions 20.6 million days were lost in South Africa in 2010 Source: European Industrial Relations Observatory

30. Becoming Globally Competitive 30 Increase investment in education

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

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

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

34. South Africa Can Become a Leader 34

35. THANK YOU 35