Forward Looking Statements

Forward Looking Statements In this chart presentation and in related comments by General Motors management, we will use words like expect, anticipate, estimate, forecast, initiative, objective, plan, goal, project, outlook, priorities, target, intend, evaluate, pursue, seek, may, would, could, should, believe, potential, continue, designed, or impact to identify forward-looking statements that represent our current judgments about possible future events. We believe these judgments are reasonable, but GM s actual results may differ materially due to a variety of important factors. Among other items, such factors might include: our ability to achieve reductions in costs as a result of the turnaround restructuring, health care cost reductions and an accelerated attrition program, to realize production efficiencies and to implement capital expenditures at levels and times planned by management; the pace of product introductions; the pace of introductions and market acceptance of new products; changes in the competitive environment and the effect of competition in our markets, including our pricing policies; our ability to maintain adequate liquidity and financing sources and an appropriate level of debt; restrictions on GMAC s and ResCap s ability to pay dividends and prepay subordinated debt obligations to us; the final results of investigations and inquiries by the SEC and other government agencies; changes in relations with unions and employees/retirees and the legal interpretations of the agreements with those unions with regard to employees/retirees; our ability to complete the sale of a 51-percent controlling interest in GMAC and the effect of that sale on the results of GM s and GMAC s operations and liquidity; negotiations and bankruptcy court actions with respect to our relationship with Delphi Corporation, a key supplier; labor strikes or work stoppages at GM or its key suppliers such as Delphi or financial difficulties at GM s key suppliers such as Delphi; additional credit rating downgrades and their effects; other factors affecting financing and insurance operating segments results of operations and financial condition such as credit ratings, adequate access to the market, changes in the residual value of off-lease vehicles, changes in U.S. government-sponsored mortgage programs or disruptions in the markets in which its mortgage subsidiaries operate, and changes in its contractual servicing rights; and price increases or shortages of fuel. In addition to these factors, a variety of other factors may materially affect GMAC s actual results, including: changes in the competitive environment and the effect of competition in GMAC s markets, including GMAC s pricing policies; GMAC s ability to maintain adequate financing sources and an appropriate level of debt; the profitability and financial condition of GM, including changes in production or sales of GM vehicles and risks based on GM s contingent benefit guarantees; changes in GMAC s accounting assumptions that may require or that result from changes in the accounting rules or their application, which could result in an impact on earnings; and the threat of natural calamities. The most recent annual reports on Form 10-K and quarterly reports on Form 10-Q filed by GM and GMAC provide information about these factors, which may be revised or supplemented in future reports to the SEC on those forms or on Form 8-K. We caution investors not to place undue reliance on forward-looking statements, and do not undertake any obligation to update publicly or otherwise revise any forward-looking statements, whether as a result of new information, future events or other such factors that affect the subject of these statements, except where expressly required by law. 2006 General Motors Corporation. All Rights Reserved 1

Contents Market Observations General Motors Europe Update Recent Performance Overview Turnaround Update Multi-Brand and Portfolio Strategy Revenue Momentum Summary 2006 General Motors Corporation. All Rights Reserved 3

Overall European Market Observations Moderate global economic expansion underway High oil prices and monetary tightening begin to restrain demand Global vehicle sales projected at >66 million units in 2006 More than one million units higher than record 2005 West European recovery remains on track as business confidence continues to rebound European industry fundamentals unchanged vs. 2005 Competitive intensity drives industry up 5% through May vs. year ago Mix pressures continue Country/regional mix/segment mix growth at low-end and premium Regulatory/policy pressures continue to drive costs 2006 General Motors Corporation. All Rights Reserved 4

GME 2006 CYTD Performance Summary Successful new product launches Best-ever volume levels for SAAB and Chevrolet Market share: -0.3 pts Volume up 1.6% compared to Q1 2005 Structural cost reductions on track Q1 2006 net income vs. 2005: +$180M G G Y Y G Y 2006 General Motors Corporation. All Rights Reserved 5

Turnaround Status Key plan elements: Plan approved by GM Board of Directors in December 2004 Target: headcount reduction of 12,000 by end-2007 Labor negotiations to improve plant and workforce flexibility Initiatives to drive revenue and margin improvement Progress to-date: Headcount reduction outlook on-track 10,000 exits by end Q1 2006 Cost tracking to plan Labor negotiations successful Payback of separation program on-track Managing remaining separations 95% of target confirmed 2006 General Motors Corporation. All Rights Reserved 6

30% Reduction in Headcount Since 2000 Number of Employees (000 s) 100 90 80 70 60 50 Plant Closures (Luton & Torbali) 88 Olympia 84 Shift Off (Bochum, Antwerp) 77 Leanfield (Rü heim), Single Line (Antwerp) 72 Restructuring Announced Single Line (Bochum, T hättan) 70 Lean Warehousing 63 Shift Off (E Port) 40 2000 2001 2002 2003 2004 Note: Announced restructuring plan, includes Purchasing and Powertrain 2005 2006 Forecast 2006 General Motors Corporation. All Rights Reserved 7

Structural Cost Reduction Example: Lean Warehousing Joint Venture with Caterpillar Logistics Services to run GME Aftersales supply chain operations GME 20% owner Contract signed on October 19th, 2005 On-time completion of transition activities in Italy and Germany (warehouse operations) 1,200 people transferred to JV (only 5 refused) Extension to Hungary this year No supply disruption during transition 2006 General Motors Corporation. All Rights Reserved 8

Additional Steps: Continuing Optimization of GME Cost Footprint Manufacturing Ellesmere Port, UK Astra shift reduction St. Petersburg, Russia New assembly plant Additional steps under consideration Ongoing shift of supplier footprint Eastwards Simplification of pan-european business structure 2006 General Motors Corporation. All Rights Reserved 9

GME Market Share Total Europe Share of Market 11% 10% 9% 8% 7% 6% 9.1% 0.6% 0.4% Vehicle Registrations Opel/Vauxhall SAAB 0.8% 1.2% 1.4% 0.4% 0.4% 0.4% 8.1% 8.1% 7.8% 7.6% Chevrolet 9.3% 1.4% 0.4% 7.5% 5% 2002 2003 2004 2005 2006 YTD 2006 General Motors Corporation. All Rights Reserved 11

Regional Multi-Brand Synergies Chevrolet Protects Opel Margins with Focus on Emerging Europe Market Share % 10% 8% 6% 4% Western Central & Eastern Central & Eastern 2% 0 2003 2004 2005 2006 General Motors Corporation. All Rights Reserved 12

Improving Quality of Share Q1 Aggregate Contribution Margin - Indexed 115 113 110 105 100 100 95 90 Q1 2005 Q1 2006 Volumes flat y-o-y Favorable net price over last 3 quarters Net sales up $640M $1,500 per unit 2006 General Motors Corporation. All Rights Reserved 13

Multi-Brand Network Example UK Multi-Brand Portfolio Management Extends to the Network Footprint 100 34 46 10 10 16 65 101 219 Numbers Equal Distributors 291 2006 General Motors Corporation. All Rights Reserved 14

Building Revenue and Contribution Margin Capability Level V IV III II I Data/ Objective Basics Campaign Effectiveness/ Channel Management Resource Allocation X-functional Integration/ Multibrand Optimization Retailer Integration Mix Optimization Vehicle/Aftersales Flex Some Extending 360º Muscles the System Integration Contribution Margin Optimization Systematic Lifecycle Management/ Residual Value Management Beyond Transactions 2006 General Motors Corporation. All Rights Reserved 15

Benefits of Rebalancing Fleet Mix Rental Fleets, Index (2004 = 100) 160 2004 2005 2006 150 140 130 120 110 100 90 80 70 Volume Aggregate Contribution Margin 2006 General Motors Corporation. All Rights Reserved 16

Aftersales Update 20% 15% Opel/Vauxhall Net Sales per Car 2006 vs. 2005 Overall: 8.1% Increase in Sales/Car 10% 5% 0 (5)% DK CH N SF I GME S F PL E SEE IRL NL D TK B A UK P Growth in sales per car in 17 of 19 key markets in 2006 GR Refined pricing strategies Optimized freight logistics via improved inventory planning Memo: Sales/car based on 10-year Carpark 2006 General Motors Corporation. All Rights Reserved 17

Growth GME Well Positioned to Benefit from Surging Russian Demand 90,000 Chevrolet Opel/Vauxhall SAAB 75,000 Registrations 60,000 45,000 30,000 15,000 Jan-May 0 2001 2002 2003 2004 2005 2006 CYTD GME Share 0.2% 0.3% 2.3% 4.4% 4.6% 5.7% 2006 General Motors Corporation. All Rights Reserved 18

Growth: New Product Begins to Boost SAAB 12 out of 15 Countries with Positive Performance vs. YTD 2005 70% 60% 50% 40% 30% 20% 10% 0% (10)% (20)% (30)% SAAB Registrations Jan.-May 2006 vs. Prior Year DK CH NL I S SF B E A Eur. D N UK F IRL P GR 2006 General Motors Corporation. All Rights Reserved 19

Growth: Astra European #2 Steadily Closing the Gap to Golf Units in Thousands 180 160 140 120 100 80 60 40 20 0 Gap Separating Astra from Golf Registrations in Europe 154 2004 59 2005 17 CYTD May 2006 2006 General Motors Corporation. All Rights Reserved 20

New Corsa Encouraging Early Customer Feedback Extremely positive research results In all markets, Corsa was seen as most appealing car Corsa was considered very sporty, eye catching with strong character 1st Choice Exterior 1st Choice Interior 30 30 20 20 10 10 0 New Corsa Comp 1 Comp 2 Comp 3 Curr. Corsa 0 New Corsa Comp 1 Comp 2 Curr. Corsa Comp 3 2006 General Motors Corporation. All Rights Reserved 21