Good morning, and welcome to General Motors Company first quarter 2023 earnings conference call. During the opening remarks, all participants will be in a listen-only mode. After the opening remarks, we will conduct a question-and-answer session. We are asking analysts to limit their questions to one and a brief follow-up. To ask a question, press star and then one on your telephone keypad. To withdraw your question, press Star and then two on your telephone keypad. As a reminder, the conference call is being recorded Tuesday, April 25th, 2023. I would now like to turn the conference over to Ashish Kohli, GM's Vice President of Investor Relations. Thank you. You may begin. Thanks, Julie. Good morning, everyone. We appreciate you joining us as we review GM's financial results for the first quarter of 2023. Our conference call materials were issued this morning and are available on GM's investor relations website. We are also broadcasting this call via webcast. Joining us today are Mary Barra, GM's Chair and CEO; Paul Jacobson, GM's Executive Vice President and CFO; and Kyle Vogt, CEO of Cruise. Dan Berce, President and CEO of GM Financial, will also join us for the Q&A portion of the call. Before we begin, I'd like to direct your attention to the forward-looking statements on the first page of our presentation. The content of our call will be governed by this language. With that, I'm delighted to turn the call over to Mary. Thanks, Ashish, good morning, everyone. Thank you for joining us. Paul, Kyle, Dan, and I are glad to have this opportunity to discuss our first quarter results with you. Once again, we delivered strong earnings. I appreciate the efforts of everyone involved, including the GM team, our dealers, our suppliers, our unions that all helped us meet strong customer demand for our products. Highlights include our international markets outside of China, which had a record quarter, and North America, where we earned 10.9% EBIT adjusted margins. In the U.S., we are the market leader in retail and fleet sales, including commercial sales. We earned the largest year-over-year increase in U.S. market share of any automaker. We did it with strong production and inventory discipline as well as consistent pricing. We delivered more than 20,000 EVs in the U.S. in the quarter on the strength of record both EV and EUV sales and rising Cadillac LYRIQ deliveries. This moves us up to the second market position and increased our EV market share by 800 basis points. We also continue to sell more trucks in the U.S. than anyone by a wide margin. The $2 billion of fixed cost reductions we are targeting will flow to the bottom line faster than we originally expected. The enterprise value of these fixed cost reductions will have even greater than $2 billion value because we're strengthening our culture, which has consistently delivered strong results. We're reducing our executive ranks by more than 15% through voluntary separations, which will help reduce bureaucracy, and we are empowering our leaders to structure their teams to be faster and more agile. In addition, we are prioritizing programs and projects that have the highest revenue and cost impact. We understand the bar continues to be raised, so we're holding ourselves accountable to drive improvements every single day. As we look at the performance of the business and the opportunity ahead of us with new ICE and EV launches, we're able to raise our full year 2023 earnings guidance to a range of $11 billion-$13 billion. The new ICE products we are launching around the world will build on this momentum and support strong mix pricing and EBIT. In GMI, the new Chevrolet Trax is off to a very fast start in Korea, with more than 13,000 orders placed in the first week of sale. In Brazil, the new Chevrolet Montana pickup saw more than 10,000 orders out of the gate. Demand for our new mid-size and heavy-duty pickups in North America is growing, especially at the high end. Over the last years, we've evolved our premium truck offerings from a niche to a franchise, and we did it through manufacturing investments, design, demonstrated capability, and technologies like Super Cruise. Our customers are responding. 60% of dealer and customer orders for the new Chevrolet Colorado are high-end Z71, ZR2, and Trail Boss models. Last year, it was 42%. 75% of the GMC Canyon orders are for higher-end AT4 and Denali models. Last year, it was 45%. 52% of Chevrolet Silverado HD orders are for the top-of-the-line High Country model, and 30% of the GMC Sierra heavy-duty orders are for the new Denali Ultimate, which is a brand-new model that didn't exist a year ago. Our profitable growth opportunities extend into other segments as well. For example, the Chevrolet Trax and Trailblazer and the Buick Encore GX and Envista will help us win new customers from brands that walked away from affordable vehicles or scaled-back customer choice. All four of these small SUVs are beautifully designed, packed with technology, and include a long list of standard active safety and driver assistance technologies. Yet they all have starting MSRPs below $30,000, with the Trax starting below $25,000. As a measure of just how good these vehicles are, the Trax earned a 63% lease residual. That's 24 points above the previous generation and the best we've ever done in this segment. As for the Envista, one auto writer said its gorgeous styling resembles a Lamborghini, and another said, "As far as rivals go, the 2024 Envista might be playing in the sandbox alone because it's both premium and affordable." At the same time, our EV volumes and market share are growing as cell production rises and our teams master new hardware, software, and manufacturing technologies that we are deploying. As Paul and I have shared, we plan to produce 400,000 EVs over the course of 2022, 2023, and the first half of 2024, including 50,000 EVs in North America in the first half of this year and double that in the second half. So far this year, we've built more than 2,000 Cadillac LYRIQs, production will continue to rise to help us meet pent-up demand. Both GMC Hummer EV models are shipping from Factory Zero, production is scaling. Our production ramp is carefully cadenced as we add additional trim series to the Hummer EV pickup and begin production of Edition One SUV. The team at CAMI has now built more than 500 BrightDrop Zevo 600 vans, the Zevo 400 begins production in the second half of the year, we've added Purolator and Ryder as customers. We already have 340 fleet customers for the Silverado EV, the team at Ramos Arizpe is making great progress preparing for the launches of the Blazer EV and the Equinox EV in the second half of the year. All of this is enabled by rising production at Ultium Cells in Ohio, which we expect to reach full capacity at the end of the year. Everything we learned in Ohio will be applied to our next two Ultium cell plants, including in Tennessee, where we will begin hiring and training production workers in a matter of weeks. Work also continues to transform our assembly plant in Orion Township, Michigan, to build the GMC Sierra EV and the Chevrolet Silverado EV. We have progressed so far that it's now time to plan to end the Chevrolet Bolt EV and EUV production, which will happen at the very end of the year. When Orion EV assembly reopens in 2024 and reaches full production, employment will nearly triple, and we'll have a company-wide capacity to build 600,000 electric trucks annually. We'll need this capacity because our trucks more than measure up to our customers' expectation, and we'll demonstrate that work and EV range are not mutually exclusive terms for Chevrolet and GMC trucks. Stay tuned. As we scale EVs, we will lower fixed costs, and we'll continue to drive margin improvements we outlined at Investor Day. This includes optimizing our pouch cells for energy density, range, and cost using new approaches pioneered at our Wallace Battery Center and by our technology partners. We announced this morning that we're also working with Samsung SDI to add cylindrical and prismatic cells to our portfolio. Having multiple strong cell partners will allow us to expand into new segments more quickly, grow our annual EV assembly capacity in North America significantly above 1 million units, and integrate cells directly into battery packs to reduce weight, complexity, and cost. Reducing vehicle complexity and expanding the use of shared subsystems between ICE and EV programs is another priority. For example, we are reducing the overall complexity of our software configurations and related hardware on all future ICE and EV products. One important part of our efforts includes the reduction of infotainment screen configurations by 60% across our entire portfolio. By reducing complexity, we can focus on delivering new and improved digital experiences much more quickly. We also expect that our supply chain will be an even bigger competitive advantage starting in 2026 and 2027 because of the direct investments we've made in lithium, nickel, and other commodities, as well as CAM, which will allow us to purchase significant quantities of material on favorable commercial terms. All of this is coming together in a way that will fundamentally change the narrative that traditional automakers can't deliver competitive EV margins. We have a lot of work to do, but we have the right trajectory, and I believe we can get there much faster than people think. Now, before I turn the call over to Paul, I would like to invite Kyle to share an update on Cruise, which continues to expand the scale and scope of its operations. Kyle, over to you. Thanks, Mary. I'd like to give a brief update on our progress. Since last quarter, our driverless fleet has increased by 86% from 130 to 242 concurrently operating AVs. We've completed over 1.5 million driverless miles, and the pace continues to accelerate. Our first million miles took us about 15 months to complete, while the next million miles will likely take less than three. We're also regularly completing over 1,000 driverless trips with passengers every day, and we're seeing strong retention from our early users. This is significant quarter-over-quarter growth, and our service is well-liked, but we've had limits on when and where it operates. Today, I'm excited to share that right now a small portion of our fleet is now serving driverless rides 24 hours a day across all of San Francisco. For us, this is a milestone years in the making and represents that our driverless fleet has real commercial value. We're completing the work needed to roll it out to the rest of our driverless fleet as soon as we can. Another key part of rapid scaling is a readily available supply of vehicles. Fortunately, our purpose-built and cost-optimized AV, the Cruise Origin, will be testing in Austin soon. This vehicle has been validated almost entirely in simulation, reducing our historical reliance on expensive and time-consuming supervised test mileage collection. The launch of the Origin is a critical step on our path to profitability as well and towards hitting $1 billion in revenue in 2025. We remain on track and slightly ahead as of today. Thanks, Mary. Back to you. Well, thanks, Kyle. Now I'm gonna turn it over to Paul for a deeper dive into the quarter. Thank you, Mary. Thank you, Kyle. Good morning, everyone. Thank you for joining us today. I'm pleased to report a strong start to the year as the team continues to execute on our transformation. We're strategically transitioning the business while at the same time leveraging our important ICE portfolio with new and refreshed products driving continued robust demand for our vehicles while pricing has remained stable. We're also excited to bring on incremental EV volumes, particularly in the second half of the year as we increase battery cell production at Ultium Cells. As Mary mentioned, we took initial steps in Q1 towards implementing our $2 billion cost initiative, of which we now expect to realize about 50% in 2023, with the majority of this benefit occurring in the back half of the year. The performance-based exits in roughly 5,000 individuals who participated in the voluntary severance program will drive approximately $1 billion towards this target. People cost is just one of several areas we're focusing on. The remaining $1 billion will come from the following initiatives: actions to reduce complexity across the portfolio and throughout the business in everything we do from vehicle design to engineering and manufacturing. Prioritizing our growth initiatives, we simply cannot do everything. We're focusing on projects like Cruise, BrightDrop, and software-defined vehicles, which offer the biggest returns on revenue and margin. Lastly, we're being tactical on overhead and discretionary costs, including corporate travel, IT costs, and marketing spend. These actions will have a near-term impact on costs, but we also outlined a number of additional medium to long-term opportunities at our Investor Day in November last year, which we are aggressively pursuing. For example, we are developing a fully integrated battery ecosystem and taking a portfolio approach to battery raw materials. We will source from a mix of established and early-stage miners, giving us both security of supply and lower pricing volatility. These are meaningful advantages as we scale into the back half of the decade. The Treasury Department's recent guidance on the Clean Energy Consumer Purchase Incentive also validated our battery supply chain work with our entire fleet of EVs under the MSRP cap qualifying for the full $7,500 incentive this year. Let's discuss another important topic, dealer inventory. As we mentioned on the last earnings call, our plan is to balance supply with demand, and that's exactly what we did this quarter. Early in the year, production improved as supply constraints started to ease and began to outpace still healthy and growing demand. As a result, we proactively planned some downtime, which allowed us to end the quarter with U.S. dealer stock flat compared to December, while we gained 1.3 points of share and increased volumes 4% year-over-year. These production actions were contemplated in our 2023 guidance metrics laid out at the beginning of the year. We are still planning to a 15 million unit SAAR and targeting to end 2023 with 50 to 60 days of total dealer inventory. Seasonality, production schedules, and timing of fleet deliveries may take us out of this range from time to time. Let's get into the Q1 results. Revenue was $40 billion, up 11% year-over-year. We achieved $3.8 billion in EBIT adjusted, 9.5% EBIT adjusted margins, and $2.21 in EPS diluted adjusted. Total company results were down only $200 million year-over-year, despite a combined $800 million headwind from lower pension income and lower GM Financial earnings, providing more evidence that the underlying business remains quite strong. Adjusted auto free cash flow was essentially flat year-over-year, driven by higher capital expenditures related to our EV investments, seasonal working capital headwinds, and GM Financial dividend timing. However, we used our strong balance sheet to repurchase $365 million of stock in Q1, retiring 9 million shares, and early retiring $1.5 billion in debt maturing later this year. Given the strong Q1 results in our current outlook, we are increasing our full-year guidance to EBIT adjusted in the $11 billion-$13 billion range, EPS diluted adjusted to the $6.35-$7.35 range, and adjusted automotive free cash flow in the $5.5 billion-$7.5 billion range. I'll provide more details on this after I cover the regional results. North America delivered Q1 EBIT adjusted of $3.6 billion, up $400 million year-over-year, and EBIT adjusted margins of 10.9%. Results were primarily driven by higher pricing and volume, partially offset by mix, lower pension income, warranty reserve adjustments, and higher commodity and logistics costs. We saw a $1.3 billion pricing tailwind year-over-year in the quarter, driven largely by the price increases in 2022 carrying into 2023. We expect this year-over-year pricing benefit to moderate as we progress through the year. However, we anticipate pricing performance on our all-new mid-size pickups and refreshed HD pickups to partially offset this headwind. Demand for our full-size pickups remains strong, with increased year-over-year total sales of our Silverado and Sierra full-size pickups up 3%. We also gained 3.3 percentage points of total market share to continue our number one position in full-size pickup sales. Encouragingly, April to date performance is also trending well as demand remains healthy, inventory levels are essentially flat, pricing has been consistent, and we're seeing a steady increase in industry volume. GM International delivered Q1 EBIT adjusted of $350 million, largely flat year-over-year, despite the fact that equity income in China was down $150 million due to lower volume and pricing pressure, partially offset by cost actions. The environment in China has been very challenging as the industry navigates continued COVID-related impacts, regulatory changes for both EV and ICE vehicles, and greater than expected competitive pricing actions. The China team is taking aggressive actions to offset. We don't expect an improvement in equity income until the second half of the year. EBIT adjusted in GM International, excluding China equity income, was $250 million, up over $150 million versus last year. The successful turnaround the team has executed over the past few years continued with another record quarter. The results were driven by higher pricing, volume and mix, partially offset by commodity and logistics costs and foreign currency headwinds. For the full year, we expect pricing to be up on a year-over-year basis, leveraging the strength of the portfolio and more than covering FX headwinds. For GM International, we anticipate moderately improved full year 2023 results relative to 2022. The strong results and momentum for the rest of GM International are anticipated to more than offset continued headwinds in China. GM Financial delivered first quarter EBT adjusted of over $750 million, down $500 million year-over-year as expected, primarily due to the expected decrease in net leased vehicle income, driven by lower lease sales mix as a result of reduced new vehicle production since Q3 2021 and lower net gains on lease terminations. Also, while higher cost of funds impacted results versus 2022, it was partially offset by higher effective yields on new originations and growth in the loan portfolio. GM Financial's key metrics, balance sheet, and liquidity remain strong, providing them the ability to support the GM enterprise across economic cycles. We've seen no material impact due to the recent banking crisis. In fact, earlier this month, we were able to renew our $16 billion revolving credit facilities while also receiving a ratings upgrade of GM and GM Financial bonds from Moody's. This upgrade should improve credit spreads on future bond issuances and improve cost of funds as their debt portfolio reprices. GM Financial also paid a $450 million dividend to GM in Q1. Our full-year GM Financial expectations of EBT adjusted in the mid $2 billion range and dividends similar to 2022 have not changed. Corporate expenses were $300 million in the quarter, down slightly year-over-year as we continue to invest in growth initiatives. Cruise expenses were $550 million in the quarter, up $250 million year-over-year, driven by an increase in operating spend, as well as by the inclusion of stock-based compensation expense this quarter versus Q1 2022. As we look forward to the rest of the year, our goal is to remain agile and adapt to the dynamic macro environment. Our updated guidance assumes that the pricing benefit we saw in Q1 is neutralized over the rest of the year as we cycle price increases taken in 2022 and incentives gradually increase. Commodity and logistics costs have been stickier than originally estimated, primarily due to higher steel prices on market-indexed contracts. For the full year, we now expect commodity and logistic costs to be essentially flat year-over-year versus our prior expectation for a modest tailwind. Our expectation to realize at least $300 million EBIT-adjusted benefit in 2023 from the clean energy production tax credits is unchanged. While we continue to experience parts availability and logistics challenges as we did in Q1, we expect these issues to gradually improve over the next few quarters and are therefore still expecting 2023 year-over-year wholesale volume to increase 5%-10%. As Mary mentioned, we are making great progress towards our goal of 1 million units of North America EV capacity in 2025. As we scale and launch multiple high volume EVs in strategically important segments, we will see the benefits of the Ultium platform expand and help us deliver margins in the low to mid single digits by 2025. In closing, I also want to say how proud and thankful I am for all of our amazing team members for their tireless efforts. They've executed quarter after quarter and delivered two consecutive years of record profits despite many external challenges. Needless to say, my optimism for GM's long-term potential remains very high. This concludes our opening comments, and we'll now move to the Q&A portion of the call. Thank you. To ask a question, press star and then one on your telephone keypad. Our first question comes from John Murphy with Bank of America. Your line is open. Good morning, everybody. I just wanted to you know, Paul, you mentioned that the first quarter pricing would reverse through the course of the year and that's something, you know, close to neutral. You know, it seems like there's some lessons that have been learned for the last couple of years on creating mix and price, you know, upside and managing the business to be more profitable over time. I'm just curious if you can talk about maybe the lessons that are learned, the products that are being launched, because, I mean, it seems like the mid pickups and the HD refresh, they're leaning into, you know, higher mix. You know, Mary, you mentioned for, you know, crossovers below 30,000, that's kind of going in the other direction. I mean, you know, how do you think about managing this going forward? Do you think this current price level is something that you might be able to maintain even though you give back what you gained in the first quarter in the face of what's sort of an increasing, you know, threat from, you know, one large player, Tesla, that is cutting price aggressively in the market? Good morning, John, and thanks for kicking us off today. You know, I think there's a lot to unpack in your question. I'll just start by saying, you know, we need to be very conscious of the macro environment around us. As we said going into the year, we were planning, I think somewhat conservatively, in recognition of that macro. About a 15 million unit SAAR with some normalization of incentives and pricing to a little bit lower demand. We certainly haven't seen that in Q1. You know, despite this despite that forecast, we're still comfortable taking up our guidance because I think we've reflected some of that in the back half. Certainly, if we see demand hold up, I would expect that we can, we can outperform these results across the board, but we wanna make sure that we're very conscious of the macro. When you ask about lessons learned, I think, you know, we certainly have really focused on vehicle margins. I think, you know, one of the important steps this quarter that I'm not sure that the market digested all that well was, you know, when we took down capacity for two weeks at a plant to balance production to demand. I think when you look back on that decision to have inventories flat while we gained share and increased volumes over the time period, I think is one of those really valuable lessons learned that we can take to the future going forward. On the, on the trim side, clearly what we're seeing is strong demand for the higher-end trims. Mary mentioned in her remarks, you know, the, demand for the Denali Ultimate. This is a trim level that didn't even exist a year ago, yet customers were asking for it. You see they've responded with their orders. I think there's lots to, lots to look at, lots of encouraging signs for how we think about the business going forward. Yeah. I would just add, John, that you have to have the right portfolio for the market. You know, we're doing really well at the very high end, especially in truck, as Paul mentioned. Having, you know, the Trax and the Envista, the Buick Envista at affordable levels, and we've been able to do that profitably because of the work we've done to reduce complexity, leverage the scale of components across the vehicles. For instance, the Trax only has one powertrain. You know, I think when you talk about mix, I think, the opportunity, you still have to cover the market for what people can afford, but doing it in a way that you've really reduced complexity, I think is one of the big lessons learned, and we're gonna continue to drive that not only across the ICE portfolio, but the EV portfolio as well. Maybe if I could just ask one follow-up. The Capacity Utilization of 96% in North America that was outlined in the financial, you know, data, it was on based on a two-shift straight time. That's, you know, given where absolute vibes are, that's actually much higher than I would have thought. You know, taking that higher is gonna require adding extra shifts. I mean, how do you how do you do that, and how do you sort of balance this maybe step up in volume that you might execute on later this year? Do you add, you know, third shifts? I mean, it just. You get into this thing where you seem like you're managing the business very optimally right now, if you start growing volume, things are gonna become a lot less optimal as you start adding third shifts, particularly with that 96% Capacity Utilization number. How do you? John, you know, it obviously varies by vehicle type and where we are, and we've been running pretty much as flat out as we can on full-size SUVs and pickup trucks over time. There's a little bit at the margins, but that's something that we've got to really manage aggressively across the board. There are opportunities to be able to do that should we see demand pick up. But balancing it to demand, I think is the most important piece of that as we can. If we need to take down to moderate some of the growth, I think you'll see us do that. Opportunities to make up for it, you know, are really centered around making sure that we've got those shift capacities as well as the parts and components and logistics to be able to move the inventory when it's finished too. Fair to say that's all variable cost that comes in? Absolutely. Okay. Thank you, guys. Thank you. Our next question comes from Itay Michaeli with Citi. Your line is open. Great. Thank you. Good morning, everybody, and congrats. Just two questions from me. First, maybe Paul, I was hoping you could maybe talk a bit about the, you know, how we should think about the cadence for North America earnings the rest of the year, particularly with the strong start you mentioned for in April, and in terms of the production and any product ramp that you'll have for the trucks. Secondly, maybe for Mary and Kyle, congrats on the 1.5 million driverless miles. Hoping you can share a bit of, A, you know, where you're seeing the safety metrics on those miles and performance metrics relative to expectations and how the experience is informing you on future scaling plans for Cruise. Good morning, Itay. Thanks for the question. You know, on the cadence side, I think we alluded to on the full year guidance, the original guidance was that, you know, we thought the second half was gonna be more challenging. As we lap the price increases of last year, as well as, you know, building in a little bit of time, if there are any downturns in demand, that's where we kinda see it. I would say it's a little bit of a first half, second half story. We've still got time to be able to manage the second half. We're watching it closely. You know, as we said in the prepared remarks, April has been very strong for us as well and has continued to be strong. I would say that the risk still lies a little bit in the second half, but it's one that, even with that, out there, we felt comfortable raising our guidance today. Kyle, do you wanna take the question on Cruise scaling? Sure. Yeah, I can do that. you know, we are in this rapid scaling phase right now, and on the safety side, our performance is strong. We're very happy with how that's going. We'll have some more to share on that soon. For scaling, you know, we've almost doubled our fleet size just in the last quarter, you know, We expect, you know, that kind of rate of improvement to continue. As we do that, it surfaces, you know, just one bottleneck after another that we continuously burn down and move out of the way so we can keep scaling up the fleet. That's all very helpful. Thank you. Thank you. Our next question comes from Rod Lache with Wolfe Research. Your line is open. Good morning, everybody. It's great to hear the comments about changing the EV margin narrative. I'm hoping you can maybe just broadly address the developments that we're seeing in North America and China in the EV market. It does look like competition is pretty aggressive in both areas. I was wondering if anything that you're seeing is surprising to you, and are there strategic adjustments that you are making as you kind of observe the market dynamics in both markets, North America and China? Maybe you could just provide a little color on how you adjust strategy in real time. Let me. Rod, appreciate the question. Let me start with China. You know, as Paul said, the industry is pretty tough right now. It's still recovering from COVID. Pricing is very aggressive, as you know. When you look at the fundamentals of the industry in China, you know, you got 50% Capacity Utilization, you've got more than 100 brands competing. I don't think that's a steady state that you can look at. If you look a little longer term from a country perspective, I mean, there's still tremendous growth, and I think the market can still be strong and have great profitability potential. From a GM-specific perspective, you know, we're launching the right EVs right now off the Ultium platform. I think 2024 and 2025 are gonna be key years for us as we not only get the right EV products in market that we think will compete at the right price that allows us to be profitable, but then we're also aggressively pursuing improvements from a structural cost perspective across our China operations. You know, I think China is in a period right now because of where the industry is and the number of competitors with the pricing challenges that will sort, and I think we'll be well-positioned. We do have brands that have, you know, value in the country, and we're gonna have the right EV portfolio there. Frankly, right now, our ICE portfolio is strong, and so that's gonna enable us to fund it as we look at the price challenges. You know, from a U.S. perspective, our main focus right now is twofold. One is getting the EVs out there. You know, we're launching the battery plants, the module, the assembly, and then the vehicle. Also at the same time, from a Cadillac LYRIQ perspective, we're launching, you know, it's really the first vehicle with Ultifi. There's a lot of new. That's why we have a very measured cadence as we're ramping. You know, we're now, the battery cell plant is flowing very well, and that is enabling us now to really focus on module and pack, which we're doing. That's why we said even at the beginning of the year that the second half is when you're really gonna see the curve start to accelerate, and we're on track to do that. We're really focused on getting the vehicles out there because we think we priced them right to begin with. When you look at, you know, where the LYRIQ is below, you know, starts below $60,000 or right at $60,000, you know, the Equinox at, you know, around $30,000, the Blazer, you know, in the mid-forties. These are price points that I think are very important. When you look at the vehicles from a styling technology perspective, I think they're gonna be great. While we're working to really get these vehicles out there because the customer response is so strong, we're also working on costs. The $2 billion, you know, structural cost reduction that we're working, as Paul indicated, you know, we're doing well on that. You know, we'll continue to look for those opportunities. We're also looking at how do we continue to drive improvements from a both an ICE and the EV margin perspective, and there's a tremendous amount of work going on there. You know, get the vehicles out, continue to work on pricing, or on cost so you can have the right price is really the focus that we have right now, and this is gonna be a critical year for that. As Paul and I both said, we believe even with, you know, not only the challenges of commodities but also the pricing pressures, we still think we are well-positioned to achieve the low-to-mid single-digit margins in 2025. Right. Thanks for that. Just, kind of keying off of the comment on costs, can you talk a little bit about the components of that $1 billion cost increase that we saw in North America? Obviously, over time, just given the amount of spending on growth initiatives, your structural costs are gonna go up, certainly through mid-decade. Can you just provide some thoughts on how we should be thinking about the trajectory of that and the extent to which that changes break-even points in the business? Yeah. Thanks, Rod. A couple of things, you know, on costs in North America. Obviously, we had the lower pension income, a little bit higher commodities and logistics costs in particular. We also saw a bit of an uptick in warranty costs. I think that's probably a bit of an anomaly and won't repeat throughout the year across the board. You know, we're still getting, like I said, early traction on the $2 billion controllable fixed cost reduction as we talked about the biggest placeholder on that being the voluntary program. The $1 billion of savings will begin to accrue savings really probably late second quarter and then really start to get into bulk in the second half of the year. That was a really good way to kickstart that program, and we're grateful to the employees who chose to take that package. The other side is, you know, a lot of grinding around on overhead as we talked about going forward. A lot of discretionary spend. We've got teams that are focused on getting savings in discretionary spend, IT related costs, marketing related costs across the board. We think that we can get traction on those things pretty quickly as well. That's where we feel confident getting to about 50% this year, with the remainder accruing into 2024. This is important, I think, not just for offsetting some of the near term pressures, but some more of those competitive dynamics that we've talked about for the long term in an effort to, you know, continue to improve the margin trajectory of the company. Just any color, Paul, on the kind of intermediate term outlook for structural costs, is that something that you think can be, sort of held at this level with the amount of capital that you're spending and the growth initiatives, you would think that there'd be some uplift to that? Yeah. Well, we're seeing obviously some pressure in DNA, but that's where, you know, if you recall, we talked about the $2 billion program offsetting that and resulting in savings. That's, that's what we're aiming for. That's gonna be, you know, a little bit of a hurdle to get over, but one that we feel comfortable that we can do. Okay. Thank you. Thank you. Our next question comes from Dan Levy with Barclays. Your line is open. Hi. Good morning. Thank you for taking the questions. First wanted to ask about the share buyback. Interesting to see that you did share buyback in the quarter. I'm guessing that speaks to the confidence in your liquidity profile. As you need to ramp on growth spend and, you know, as, you know, there's an open question on, you know, type of cycle normalization that we're going into, how are you gonna approach share buyback? Well, I think, you know, what you saw in the first quarter, you know, Our cash generation is cyclical as we move through the year. We're following our capital allocation framework of first reinvesting in the business, and we think we've optimized that to have the right products both from an ICE and an EV perspective as we make this transformation, along with, you know, the focus that we have on some growth businesses like BrightDrop and Cruise that are, you know, we really think are gonna lead to tremendous growth and margin expansion as well. With that, we saw our way to do the share buyback. We're gonna continue to evaluate that quarter by quarter as we go through the year. You know, I think we felt confident doing that, felt confident in raising guidance, and, you know, we feel confident overall in our cash position to be able to continue to look for those opportunities. Great. Thank you. The second question, you know, I know you've laid out the 2025 low to mid-single digit EV margin target. One of your competitors obviously has put out, they've laid out more clearly where they are on EV today. I don't know if you're in a position to disclose more thoroughly where you are in terms of a contribution margin standpoint or on an absolute EBIT standpoint. If so, that'd be great. Beyond that, you know, in light of the current environment, I think this touches on Rod's question, you have this 400,000 EV target. Given the ongoing cost dynamics, are you going to be nimble with that target or balancing profit dynamics with volume, or is that purely going to be a function of the supply and, you know, you're gonna be very firm on that 400,000 target? Dan, I'll start with that. Mary can jump in. I think in the early stages, we're gonna be very firm with those targets across the board because when you look at the EV profitability and we're not, you know, we're not gonna give a lot of details right now just because the numbers aren't that meaningful when you look at the infrastructure investment that we've made, already starting to depreciate that, not fully utilizing as we ramp up, et cetera. That'll start to become more clear. You know, we need to, we need to be able to ramp up the capacity to realize the scale benefits and get to the pricing efficiency or the cost efficiency that we're targeting to be able to drive those margins going forward. You know, I think it's one that we've got to make sure that we look to where the demand is. As we look at the order books and the indications of interest for the vehicles that we've announced, and the ones that we've taken orders for, we feel very confident about the demand there for the 400,000 and ramping up to the 1 million. And we'll continue to balance that. You know, structurally, we obviously have a lot of work to do on cost. We've talked about that. We've got a lot of work to do on scaling, and all of that is coming together, and as you can see, picking up speed pretty quickly as we get into the middle and back part of this year. Yeah, Paul, you said it well. Great. Thank you. Thank you. Our next question comes from Adam Jonas with Morgan Stanley. Your line is open. Thanks, everybody. I just wanna follow up on Dan and Rod's question and maybe in a different way. I apologize. Again, you expect to earn low to mid-single digit EBIT adjusted margins in the EV portfolio kind of from 2025 before the impacts of clean energy credits. On my numbers at least, that's gonna be probably. It could be higher than Tesla's margins. Putting that aside, if you are confronted with a choice of doing the $1 million, or doing the mid-single digit margin, if it had to be a choice and you couldn't do both, my interpretation of what you just said is that you'll prioritize volume. Is that the message here in the case that the economics did require you to make a choice, a trade-off? Yeah, Adam, I mean, I think, I think we're gonna work toward profitable growth. I'm not gonna say, as, you know, as we're sitting in 2025, second, third, or fourth quarter, you know, that we're gonna do this or that, depending on the situation. When you look at the portfolio that we'll have, and I believe it's the right portfolio, we're not duplicating our ICE portfolio. We are very targeted in having the right vehicles from different price points. Because to get to a point where there's that many EVs being sold in the U.S. recognizing competition as well, you have to meet the customer where they're at from affordability perspective, and I know you've written about that in some of your notes. We're going to look and be smart, maintain the brand value, the vehicle value, the residual value. We think with the portfolio, we're gonna be well-positioned to achieve the 1 million units with the right profit margins. We're gonna be nimble. Just to put an either/or out there, you know, we're gonna make, I'd say, make our own luck as we do this with the right products and continued cost reduction. I don't know, Paul, anything to add. Thank you, Mary. No. Okay. Thanks, Adam. Thank you, Mary. I just had a follow-up for Kyle. A lot of tech companies are undergoing cost saving or restructuring kind of actions to give themselves a bit of a lower break-even point, maybe some more runway given the changing capital markets environment. You obviously have the luxury of having GM as a partner on a lot of levels. That's a huge advantage. I'm just wondering if you also would have identified some actions that could be taken to maybe reduce that burn rate going forward in a new environment. Thanks, Kyle. Yeah, thanks for the question. You know, I mean, as we march towards profitability, which is a big focus for us, we've been looking for a lot of ways to do more with less and run really efficiently. Similar to what Paul mentioned across the board in terms of some of the structuring and streamlining inside of GM, we're doing those types of activities in Cruise as well and seeing some good results there. Really for us, the focus is on rapid scaling and therefore, you know, getting incrementally closer to profitability. Thanks. Thank you. Our next question comes from Dan Ives with Wedbush. Your line is open. Thanks. What would you say has been the biggest surprise this quarter on the positive? You know, something where, from either from production perspective, cost, or even efficiency from a development. I mean, in specific on the EV side, you know, especially given the transformation that's happened. Great question. I would say it's multiple that I've been extremely pleased with the organization on how we keep finding ways to drive efficiency. When I talked about the fact that our screen configurations, you know, we're reducing by 60%. Really dialing in on how do we reduce complexity on EVs, by the way it benefits ICE as well, to be able to have the right models with the right features, and then the ability to really start taking advantage of the software platform. That's what's really, you know, being rolled out now that we have Ultium and Ultifi. That is something that I'm really proud of the team of what they're doing. You know, just overall, I knew we had a strong product set, but, you know, the strong customer and dealer reaction that we're seeing to the products, that we put out from an EV perspective, I think that also gives me a lot of confidence in the strength of execution. Finally, you know, even as we're in a year of rapid launches, I think we haven't had this many launches, I think, excuse me, for more than a decade. The team still very aggressively is working to take costs out, as signified of what we've been able to do with taking, you know, 15% of the leadership structure out, which is. The way that the teams are looking to optimize, reduce complexity, become more agile. It's not only I feel we have the right products, and we're really reducing complexity. I think we have the right culture that is really driving a, you know, a continuous improvement mindset from a cost perspective. Dan, those are the two things I'm most proud of. Great. Great job to the team. Thanks. Thank you. Thank you. Our next question comes from Emmanuel Rosner with Deutsche Bank. Your line is open. Thank you very much. Good morning. My first question, Paul, I was hoping you could put maybe a little bit of a final point in terms of what are the puts and takes you're assuming for the balance of the year, in terms of I guess, you know, re-revenue and cost. I mean, it seems based on your previous comments, maybe an assumption of some moderation in pricing in North America. But then I think your costs should be going down as a result of some of the headcount reduction. Is that directionally the right way, or are there any other, you know, important pieces? Good morning, Emmanuel. I would say we expect pricing. North America pricing was about a $1.3 billion benefit in the quarter. As we lap last year's pricing increases, we expect, or we're planning for, I wouldn't say we expect at this point, but we're planning and assuming that we end up giving some of that back so that we're essentially net flat for the year on that, whether that's through incentives or through pricing changes, et cetera. You know, a little bit of a give back for the rest of the year. And like I said to the earlier question, that's most of that's sort of back-loaded. You know, if we see demand continuing to be strong, then I would say that we'll probably outperform that assumption, going forward. On the cost side, you know, a little bit kind of moderation from where we were before. We thought commodities and logistics would be down year-over-year. We're now seeing that essentially be flat. Like I said, we've seen some pressure in steel and some other things in logistics across the board. You know, overall, you know, production up 5%-10% as we said, pricing relatively flat for the year, and that's how you can kind of center on where we're projecting at the midpoint. Okay, thanks. I guess as we're trying to figure out your progress towards some of the EV margin targets, I understand you're not, you know, prepared to share sort of like current economics. Are you able to tell us, I guess, what portion of the company's CapEx and engineering is currently spent on EV? What would be the targets for that EV share of CapEx and engineering maybe by mid-decade? Right now we've said it's about three quarters is on EV when you look at capital and engineering expense. We still have some mid-cycle vehicles that we're doing on the ICE side, but largely the engineering and the capital is going into the EV side. That'll obviously, as we work through the transformation, go to 100% over the next few years. Okay. Thank you. Thank you. Our next question comes from James Picariello with BNP Paribas. Your line is open. Hi. Good morning, everyone. Can you clarify how the structural cost savings, you know, range is now trending for this year, you know, relative to the $2 billion GM's targeting to be achieved by the end of next year? Just how should we be thinking about the associated cash costs, you know, tied to this effort for this year? Fair question. You know, as we said when we launched the program last quarter, 30%-50% we expected to get in the first year. We're now guiding to the high end of that range, I think we'll come in about 50%. You know, that ultimately is gonna offset some of the pressures that we've seen. We may not see a full, you know, $1 billion come off of structural costs. You know, certainly, we'll get the savings from where we were going forward. The biggest component of that is obviously the voluntary severance program. We disclosed about a $900 million cash charge associated with that. That'll largely be spent this year. The rest of the things that we identified, whether it's travel, IT, marketing, or some of the complexity, we don't expect we'll have significant cash costs associated with it. Got it. That's helpful. As we think about fleet mix and, you know, the general rule of thumb for the U.S., you know, for the industry in the U.S., the fleet channels have been, you know, starved of product for almost three years. Is this potentially helping, you know, the profitability of your fleet mix, of the industry's fleet mix for, you know, at least this year? Just thinking about that dynamic. Yeah, it's a fair question. Obviously, we're seeing gains in fleet. You know, I think the historical view of fleet as a discount chain to drive volume isn't really there anymore. We're seeing really strong pricing on the fleet side, and we expect that business is gonna continue to grow and be a contributor to our margins. Thanks. Thank you. Our next question comes from Ryan Brinkman with JP Morgan. Your line is open. Hi. Thanks for taking my questions. Thanks too for the earlier comments on China. I did want to ask a bit more around your operations there, though, just because on the one hand, it seems like less of a needle mover for total company profits than it used to be with, you know, North America more profitable than before and consolidated IO looking from loss-making to profitable. You know, on the other hand, you know, the equity income there was the lowest in some time, apart from a couple of quarters impacted by COVID closure. You know, can you talk about any one-time disruptions you might have incurred there in the quarter, such as paradoxically maybe around COVID reopenings as the virus spread or any other one-time factor? Then what is it that you need to do now, you know, to restore a profitability to where you want it to be? You're strong at the low end of the EV market. I'm guessing that's probably a more well-rounded higher end, you know, EV lineup that you see the most opportunity to close the gap. Along those lines, can you help us in terms of like, what that comment in the shareholder letter around 400,000, I think, Ultium EVs produced over 2022 and 2023 with 50K in the first half in the U.S., doubling the back half. What does that kind of squeeze to for your anticipated Ultium ramp in China? Then how are you thinking about the profitability impact to your operations in China once those EVs do launch, you know, maybe in light of some of the recent EV pricing actions in that market? Great, great question. From a China perspective, I think COVID definitely had an impact and, you know, COVID across the country, you know, very impacted from a, from a Shanghai specific perspective that impacted our business. I think what is really important for us right now, on the low end, we need to, you know, build on the strength we've had with the Hongguang Mini EV, and we're repositioning with SGMW, the Baojun brand, to be, have the right brand characteristics from an EV perspective. That's very important that we execute that in the Wuling, SGM Wuling joint venture. In the SGM venture, it's getting the vehicles off of Ultium launched and in country because we've seen good reception to them. We just did some launch in the last couple weeks, and the market reaction was very good. It's getting those vehicles scaled and getting them into the market. We think because they're new, you know, we're gonna brand new and well-received, we're gonna be able to achieve the pricing that we intended for those. We're just gonna have to remain dynamic. That's why in addition to getting the Ultium EVs launched in China, we've also got to really continue, you know, aggressive measures on taking out structural costs, which we already will do, have plans in place to execute on, and we'll report on those as we go forward. Okay, great. Just lastly, with regard to the reiterated low- to mid-single digit EV margin target in 2025, which I think is encouraging in light of the recent price in action, this target continues to exclude any benefit from the energy tax credit portion of the Inflation Reduction Act. When you introduced that target, 25 target at the EV Investor Day last November, it excluded the benefits in part because I thought that the act wasn't yet law, and there were uncertainties about whether the credit would be refundable, you know, applicable against the manufacturing cost or if it was only against the taxable income. Possibly maybe you had yet to finalize negotiations with your JV battery partner than just LG Energy Solution, how those credits would be shared. Now that we do have the details around the Act and, you know, it's, you know, passed into law, do you have any updated thoughts on, you know, how much the low- to mid-single digits margin could benefit from those credits? With regard to the new JV from Samsung, I mean, you entered into that JV knowing about the IRA. Did you already finalize how that would be shared, you know, relative to, you know, the credits, you know, going into the JV and did that maybe enter into your thinking to start a JV with an additional partner? Ryan, I'll take a shot at that. You know, I think when you look at the guidance that we gave around EVs back in November, you know, we drew sort of two lines around it just to help show you where we're going. The first was the low to mid single digits without any tax credits. That's to make sure that you know that we're focused on the vehicle profitability. You know, we've obviously are in this for the long term, and we've got to make sure that we're hitting goals for the long term, assuming that, you know, we get a normal world where maybe there aren't EV tax credits. The vehicle program is one thing. The second piece of it on the tax credits themselves, we did say that about $3,500-$5,500 per vehicle is what our estimate is. We said about $300 million this year that we would expect to get out of that. We're not gonna comment specifically on any deals, how that might be shared, et cetera, across the board. You know, again, we feel confident about the tax credits in the short term, helping us to narrow that gap between that low to mid-single digit vehicle profitability on the vehicle and getting it to ICE parity faster than we originally thought. Those are the ways that we're thinking about how we go to it. Longer term, the vehicles have got to stand by themselves. Very helpful. Thank you. Thank you. Our last question comes from Colin Langan with Wells Fargo. Your line is open. Oh, great. Thanks for taking my question. GM seems to be leading in sort of securing the raw material supply. Curious what your thoughts are on the 2032 EPA targets that will require about 67% of vehicles to be EV by 2032. Do you think there's enough lithium to hit the targets? Do you think you could get enough lithium by then, the industry? Do you think we have enough capacity in place to get there? I guess considering you've been pretty good about getting capacity so far. Yeah. I'll let Paul, you know, talk about specifically about lithium. When we look at the 27 through 32 targets that what EPA has put out, you know, we're still digesting them, understanding what it means, and, you know, we'll provide comment as appropriate. You know, we do support continuing to increase to, you know, combat climate change. We've got to dig into the details a little bit more on what's being put out there to make sure that we're this is being driven, able to be driven by customer demand, because anything else is not gonna be productive. Then, Paul, you can chat or talk about the lithium specifically. Yeah. Colin, you know, obviously we've been doing a lot of work with multiple partners across the entire battery raw material spectrum. We think that's the prudent thing to do, both for not only from a scarcity perspective, but also making sure we get to a security of supply for our longer term ambitions. We're not just looking at do we do a procurement contract for this year or for that year. We're looking at forming big long-term partnerships. Whether it's the work we did with Lithium Americas, the joint venture that we've done with POSCO, you see these relationships getting set up as structural. That's where we're really focused to do because, you know, we've got the million vehicle target in 2025. We said we're targeting 50% by 2030, and then ultimately, all- electric vehicle production in 2035. Building that infrastructure now is where I think we're securing an advantage. Got it. You're ahead of your $2 billion, you know, annual target for the next two years. Just wanted to check it. Does that incorporate the potential changes in the UAW contract? 'Cause that could sort of add some costs. Does also the guidance contemplate things like the signing bonus and stuff like that in terms of cash flow that might occur this year from the UAW contract? You know, I mean, we aren't even at the negotiations, and we're not gonna negotiate in the media here. You know, we're working to make sure we're building a strong relationship with the new leadership, getting to know them and making sure we identify, you know, what are the challenges of business, and then it becomes, you know, working together to solve the issues to get to a good place. You know, beyond that, we're not gonna really comment, but I would say, you know, with what we've done in the past, we've always demonstrated that we can continue to drive efficiencies, and that's what we'll do. Got it. All right. Thanks for taking my questions. All right. Well, thanks, everybody. I really appreciate all your questions today. I wanna close by reiterating what I said as we opened the call. I really believe we have the right products and strategies in place to continue to deliver strong results. Although we have a lot of work to do, there's a lot of execution as we ramp up EVs, I believe that's where GM shines. We have the capability to execute, and that's exactly what we're going to do, and I believe that we're gonna do it faster than most people think. In addition, this is a milestone year for Cruise as they continue to expand their commercial operations. You know, with the EVs that we have coming, I really think it's a breakout year for Ultium. I look forward to sharing updates along the way, and I really appreciate your time today. I hope everyone has a great day. Thank you for your participation. Participants, you may disconnect at this time.