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Environmental Report Corporate Response sustain full Report online Response sustain Report facility manage
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Global Documents provides you with documents from around the globe on a variety of topics for your enjoyment.
Environmental Report Corporate Response sustain full Report online Response sustain Report facility manage
Corporate Responsibility & Sustainability Report
2001-2002
31         View the full report online at www.gmresponsibility.com
As a responsible corporate citizen, GM is dedicated to
protecting human health, natural resources, and the
global environment. That’s why we are continuously
improving the performance of today’s vehicles, and the
process used to manufacture them, through the use of
innovative technologies in a manner that makes good
business sense, helps protect the environment, and
improves peoples’ lives.
- Elizabeth A. Lowery,
Vice President, Environment and Energy
“
”
ENVIRONMENT & ENERGY INFORMATION
Corporate Responsibility & Sustainability Report
2001-2002
32        View the full report online at www.gmresponsibility.com
ENVIRONMENT & ENERGY INFORMATION
Management:
Management approach
GM Environmental Principles 
For more than 30 years we have had a formal commitment to a safe and healthy environment. In
1991, we strengthened our commitment with the adoption of the GM Environmental Principles. The
Principles apply to our facilities, products and employees worldwide, and provide guidance in the
conduct of daily business practices. GM Europe derived its Environmental Guidelines from the GM
Environmental Principles.
Externally Endorsed Values and Principles
CERES Principles
In 1994, we became the first Fortune 50 manufacturing company to formally endorse the CERES
Principles. This was a major step in affirming our commitment to environmentally responsible
business activities. The original expectations of the endorsement were continuous improvement in:
*
Public accountability and corporate 
disclosure
*
Plant environmental performance
*
Product performance
*
Stakeholder relationships
In early 2002, CERES and GM completed a
performance review process, which was
intended to be a fair, candid, and constructive
analysis of GM's performance compared to the
original expectations established at the
endorsement.
CERES is...
*
The leading U.S. coalition of 
environmental, investor, and 
advocacy groups working 
together for a sustainable future 
*
A community of forward-looking 
companies that have committed 
to continuous environmental 
improvement by endorsing the 
CERES Principles, a 10-point code
of environmental conduct
*
A common ground where groups
with widely different
backgrounds, assumptions, and 
visions find concrete solutions to
today's environmental challenges
Information on CERES can be found at
www.ceres.org
Corporate Responsibility & Sustainability Report
2001-2002
33        View the full report online at www.gmresponsibility.com
In the resulting report CERES found that GM had performed at or above the expectations set at the
time of the endorsement in the areas of public accountability, plant performance and stakeholder
relationships, but had not met overall expectations with respect to fleet fuel economy. Specifically,
the report stated:
*
Public Accountability: That GM's annual environmental and sustainability reports are 
comprehensive and informative, and that GM is regarded as a leader in promoting 
sustainability reporting. Additionally, GM has taken a leadership role in the Global Reporting 
Initiative and its web-based reporting is at the forefront of efforts seeking to advance 
corporate reporting.
*
Plant Performance: GM met the original expectations in environmental performance and 
improved its environmental performance at the facility level in terms of key parameters 
(criteria air pollutants, facility energy use, greenhouse gas emissions, toxic chemicals, hazardous
and non-hazardous waste)
*
Product Performance: GM has incrementally improved vehicle fuel economy on a model-by-
model basis and matches or leads other auto manufacturers in fuel economy for comparable 
models. GM's fleet fuel economy has not improved and mobile source emissions have 
decreased only slightly, as GM has responded to market demands by shifting the composition 
of its fleet to more trucks and SUVs over more fuel-efficient passenger cars.
*
Stakeholder Relationships: GM has made significant improvements in engaging non-corporate 
stakeholders in its decisions on environmental performance, by increasing the amount and 
diversity of engagement with external stakeholders.
(Source: CERES Performance Review of General Motors Corporation, Coalition for Environmentally
Responsible Economies, January 2002.)
As a result of our relationship with CERES we have become more accountable for our performance
and have come under greater public scrutiny. This helps us to focus on specific initiatives such as
finding ways to reduce emissions from our manufacturing facilities, and developing alternative
vehicles and fuels.
Energy and Environmental Strategy Board
Energy and environmental trends continue to be of increasing importance to our success. The
Energy & Environmental Strategy Board (EESB) is responsible for developing and implementing our
global energy and environmental strategy and develops operational business processes to address
these trends. Accountable to the Automotive Strategy Board, which is responsible for the global
strategic direction of our automotive business, EESB members include senior leaders from
Communications, Engineering, Powertrain, Worldwide Facilities/Manufacturing, Public Policy &
Legal, and R&D and Planning. The EESB sets the overall direction for global energy and
environmental policy within GM. Specifically, the EESB:
*
establishes targets for energy and environmental objectives
*
approves energy and environmental initiatives
*
reviews environmental performance through a set of metrics
*
manages the overall implementation of the energy and environmental strategy
*
champions actions that lead to progress toward GM's energy and environmental goals
Corporate Responsibility & Sustainability Report
2001-2002
34         View the full report online at www.gmresponsibility.com
The EESB provides guidance and support to the Energy and Environmental Strategy Core Team, a
team of "subject matter" experts that supports the following energy and environmental strategic
initiative teams. Subject matter experts from Communications and Public Policy & Legal functions
also support these strategic initiative teams.
•
Vehicle Energy 
•
Vehicle Emissions 
•
Vehicle Fuels 
•
Design and Manufacture for the Environment
•
Facilities Environment
•
Facilities Energy 
•
Vehicle Pass-by Noise
•
Global Climate
Global Environmental Manufacturing Support Organization
The Energy and Environmental Strategy Board (EESB), discussed above, guides our approach to
environmental issues from a strategic and governance perspective. Working alongside the EESB is
the Worldwide Facilities Group, which manages the operational aspects of our manufacturing
functions around the world. The Environmental Services and Utilities Services Groups of the
Worldwide Facilities team are specifically responsible for our operational environmental issues. A
general view of our environmental management is that the EESB sets our environmental strategy
and the Worldwide Facilities Group puts the strategy into practice at our sites around the world.
There are a number of other teams involved in our global environmental management. Under the
coordination of the Worldwide Facilities Environmental Services Group are the Global
Environmental Issues Team (GEIT), which aims to implement common environmental policy for our
operations around the Globe, and the Supplier Environmental Advisory Team, which works with
suppliers to improve environmental performance. The Global Energy Team is coordinated by the
Worldwide Facilities Utilities Services Group, which is responsible for utility management around
the world. The Global Energy Team concentrates on energy purchase conversion and use and is
currently implementing an Internet based solution for worldwide utilities data. As a general rule the
EESB sanctions the work of these teams and they are coordinated by the Worldwide Facilities
Group.
The majority (79%) of our manufacturing and manufacturing support operations are located in
North America. GM Europe operations make up roughly another 11% and South America, 6% of
operations. For this reason the teams responsible for environmental management outlined above
operate out of North America.
GMNA Environmental Manufacturing Support Organization 
Since 1995, our North American operations consolidated management for Environmental Services
into a single unit. All environmental professionals report to the unit, which provides a variety of
services to our manufacturing and non-manufacturing facilities. By creating a single unit, we have
been able to share the best lessons learned from across our North American region. Regional
personnel and leadership personnel meet regularly to solve common problems and share lessons
learned.
Corporate Responsibility & Sustainability Report
2001-2002
35        View the full report online at www.gmresponsibility.com
Management of manufacturing facilities is divided into regions as follows:
•
Eastern Region 
•
Southern Region 
•
Ohio Region 
•
Midwest Region 
•
S. E. Michigan Region 
•
Mid-Michigan Region 
•
Canada Region 
•
Mexico Region 
The overall organizational structure has provided us with a greater degree of flexibility, allowing the
sharing of expertise across different facilities within each region. Regional groups are supported by
a headquarters environmental activity located in Troy, Michigan, responsible for Chemical Risk
Management/Industrial Hygiene, Environmental Permitting and Operations Support, Remediation
and Plant Decommissioning, and Regulatory and Legislative Interface. This single organizational
structure has allowed us to effectively implement our environmental programs across all activities.
For example:
•
Chemicals Management Program.
•
Resource Management (RM).
•
Voluntary Pollution Prevention Programs. As a corporation, we participate in:
- U.S. EPA WasteWise Program
- Michigan Auto Partnership
- Canadian Automotive Manufacturing Pollution Prevention Project - Refer to 
www.cvma.ca/Industry.html under Publications for the latest Pollution Prevention 
Progress Report
- Voluntary Challenge & Registry for Climate Change in Canada 
In addition to these programs, many of our plants and facilities around the world have individually
committed to participation in various other local or regionally based voluntary programs.
•
Conserve Resources/Prevent Pollution (WE CARE) Strategy. This initiative is a process to 
look at environmental and energy conservation based on the hierarchy of prevention,
reduction, and recycling, in that order. The strategy is a joint activity in the U.S. with the 
United Auto Workers. Training materials developed with the United Auto Workers for 
manufacturing and office operations and for product design engineers are utilized to 
inform all employees about their role in conservation activities. The training materials are 
available to our facilities worldwide in English and Spanish. To share successes between 
facilities, case studies are developed and distributed through an internal web site. An 
awards program is also available to facilities in North America.
•
Third Party Data Management & Regulatory Reporting. We have engaged the services of a 
third party to standardize environmental data collection from our facilities. This common 
format helps to ensure consistency and accuracy in environmental reporting. With over 30
regulatory reports required per facility, it is imperative that data is highly accurate. This 
system reduces the burden on the environmental professional, allowing her/him to spend
more time on the facility floor working on pollution prevention and compliance activities.
Corporate Responsibility & Sustainability Report
2001-2002
36        View the full report online at www.gmresponsibility.com
•
Remediation and Plant Decommissioning Activities. For several years we have had single 
point responsibility for all remediation activities. During 2001, responsibilities for all plant
decommissioning activities were also integrated into this group. This single point
accountability allows for uniform implementation of environmental clean-up 
requirements, and timely and efficient demolition of antiquated facilities, with a focus on 
recycling of materials and redevelopment of property.
•
Design for the Environment Facilities Team. Established in 1999, the Design for the 
Environment (DfE) Facilities Team is part of the Worldwide Facilities Group, Environmental
Services group. Team members are responsible for interfacing with other DfE Teams 
worldwide. The DfE Facilities Team provides the environmental expertise to develop 
management systems that integrate life cycle analysis and environmental considerations 
into manufacturing processes, product development, research and development, and 
material selection activities. The DfE Facilities Team works with manufacturing operations
to improve existing processes, using new technologies or operations to prevent waste, and
avoid air, water and environmental impacts before manufacturing processes are put in 
place. The outcome is a reduction in facility and product environmental impacts as well as
reduction in process, product, and regulatory compliance costs.
•
In August 2002, GM worked in concert with the New Jersey Department of Environmental
Protection, U.S. EPA Region II, and the cities of Clark and Cranford, New Jersey, to convert a 
former industrial site into a prime recreational resource for the area. The redevelopment
consisted of a nine-hole public golf course, a full service clubhouse, a 40-station driving 
range and an 18-hole miniature golf course. This is an example of how General Motors 
recognizes our responsibility to communities we have been involved in and works to 
ensure sustainability.
Global Environmental Issues Team
By combining representatives from operations across the globe, the goal of our Global
Environmental Issues Team (GEIT) is to develop and implement a common environmental policy for
our facilities globally. The GM Environmental Principles serve as the basis for this activity. Meetings
are scheduled annually, but issues-based working groups hold additional teleconferences or
meetings throughout the year.
The GEIT draws upon the best ideas and talents of employees from around the globe and helps us
to function as an integrated organization. The GEIT is composed of representatives from our
operations in North America, Europe, Asia-Pacific, and Latin America, Africa and the Middle East. The
global makeup of the GEIT is intended to ensure that there is proper detection, consideration and
resolution of common environmental concerns.
The group considers many facility environmental issues affecting global operations and helps to
spread best practice between facilities. These include developing a set of global metrics for
measuring environmental performance and the implementation of independently certified
Environmental Management Systems at all of our facilities.
Corporate Responsibility & Sustainability Report
2001-2002
37         View the full report online at www.gmresponsibility.com
Global Energy Team 
Our Global Energy Team, which is coordinated by the World Facilities Utilities Services Group and
comprised of representatives from each of our business regions, meets on a quarterly basis to
discuss and share energy practices. The team also held its first face-to-face meeting in April 2002.
The objectives of the team are to establish common goals, monitor progress and share best practice
across our global operations.
During 2001, the team established a corporate goal of 10% energy reduction globally by 2005 from
a 2000 baseline. To help manage energy globally, a common utility information system has been
developed. It is currently being used to track GMNA utility information and will be tracking all global
utility information - starting in 2003.
Energy efficiency is an essential element of our energy strategy. The Utilities Services Group
integrates procurement, operation of utility systems and plant level energy efficiency through a
single organization. Common initiatives have been developed to improve equipment shutdown and
efficiencies, integrate the latest efficient technologies and monitor and control utility usage.
Corporate Responsibility & Sustainability Report
2001-2002
38         View the full report online at www.gmresponsibility.com
ENVIRONMENT & ENERGY INFORMATION
Management:
Management systems
Building on our existing environmental management framework, we have redesigned our global
environmental management system (EMS) model around ISO 14001 and have made several
enhancements in doing so. Although ISO14001-based, our EMS includes several additional
requirements that place increased emphasis on supporting environmental performance and cost
reduction activities.
These elements
provide our global
facilities a common
framework and
specifications to help
understand how their
activities interact with
the environment and
to ultimately improve
management of these
activities in an ongoing
cycle.
Number of Sites Certified to ISO14001 / EMAS
92% certified
91% certified
100% certified
100% certified
96% certified
0
50
100
150
GM North America
GM Europe
GM Asia Pacific
GM Latin America,
Africa, Middle East
GM TOTAL
Certified
Implementing
Scheduled
(75 sites)
(22 sites)
(5 sites)
(14 sites)
(116 sites)
Region
Number of sites
Corporate Responsibility & Sustainability Report
2001-2002
39         View the full report online at www.gmresponsibility.com
ENVIRONMENT & ENERGY INFORMATION
Management:
Measuring Performance
In an effort to assess the environmental performance of our worldwide operations and to better
manage environmental issues, our Global Environmental Metrics Team, comprising employees from
operating units around the world, and the Global Environmental Issues Team (GEIT), agreed upon a
common set of metrics for our facilities in September 1999.
2001 marks our third year of worldwide energy and environmental data collection and we are
publishing our global performance data (1999-2001) against four of the metrics in this report.
These are energy use, water use, carbon dioxide emissions and recycled and non-recycled waste. The
publication of this data is part of our commitment to transparency and accountability.
This is a global process involving over one hundred facilities operating in different cultural and
regulatory environments. We are working to improve the consistency of data from all plants and to
improve the data collection and maintenance process. Regional differences in definitions,
terminology, and calculation methods pose challenges. However, we strive to ensure the accuracy of
the reported data and we will continue to refine the data management processes in order to
provide further quality assurance.
GM Global Environmental Metrics
Inputs:
Energy
* Fuel use — natural gas, oil, coke, propane, etc.
* Electricity use 
* Other energy purchased 
Water
* Purchased water 
* Groundwater from on-site wells 
*
Surface waters from rivers, lakes, streams, etc.
Corporate Responsibility & Sustainability Report
2001-2002
40        View the full report online at www.gmresponsibility.com
Outputs:
Air
* Nitrogen Oxides — from fuels used 
* Sulphur Oxides — from fuels used 
* Carbon monoxide — from fuels used 
* Volatile Organic Compounds (VOCs) — from assembly plant paint shops 
Waste Water
* Wastewater discharges to treatment (excluding storm water) — sanitary and industrial 
volumes 
* Wastewater discharges direct to surface waters (excluding storm water) — sanitary and 
industrial volumes 
* Heavy metal content
Hazardous Waste
* Recycled and non-recycled 
Non-Hazardous Waste
* Recycled/reused and non-recycled 
Greenhouse Gases
* Carbon dioxide from energy use including the indirect effect of our electricity use 
Corporate Responsibility & Sustainability Report
2001-2002
41        View the full report online at www.gmresponsibility.com
ENVIRONMENT & ENERGY INFORMATION
Management:
Management: Compliance
Statutory, regulatory, and permit programs administered by various government agencies impose
numerous substantive and procedural requirements on our manufacturing facilities and vehicles.
For example, a typical assembly plant in Michigan is subject to more than 850 environmental legal
requirements. Given these extensive requirements, it is not unusual for compliance issues to arise
through allegations by government agencies or by private parties, as well as through matters
identified by our own audit programs.
In the U.S., the automobile and truck manufacturing industry is one of many industries that federal,
state, and local authorities regulate through environmental requirements. Government agencies or
private parties can, on occasion, challenge our compliance with numerous environmental
requirements. Each instance of alleged non-compliance is treated seriously. These actions are often
settled, even though we may not agree that a violation has occurred. In these situations, we do not
admit liability, but settle the matter if we determine it is preferable to litigation. Administrative and
judicial matters resulting in the payment of a fine or penalty greater than $25,000 in 2001 are
reported in the table below.
Clean Air Act (CAA) 
3
$281,573
Clean Water Act
(CWA) 
0
-
Resource Conservation 
and Recovery Act (RCRA) 
0 
-
Comprehensive Environmental Response 
Compensation and Liability Act (CERCLA) 
(other than Superfund) 
0
-
Superfund Amendments and 
Reauthorization Act (SARA) 
0
-
Toxic Substance Control Act (TSCA) 
0 
-
Atomic Energy Act (AEA)
0 
-
Occupational Safety and Health Act
(OSHA) Hazardous Material 
Transportation
0
-
TOTAL 
3
$281,573
* Penalties or fines paid may be for matters commenced in prior year(s). These figures include payment of
penalties/fines for actions under corresponding state statutes.
STATUTE 
No. of Resolved 
Total Value of 
Matters
Penalties/Fines Paid*
Corporate Responsibility & Sustainability Report
2001-2002
42        View the full report online at www.gmresponsibility.com
Outside the U.S., we use a variety of tools to manage compliance, including an expansion of our
environmental audit program globally and implementation of environmental management systems
(e.g., ISO 14001 and EMAS). In addition to our environmental principles, we have also developed
global environmental performance criteria designed to safeguard human health and the
environment, which apply where local regulations do not exist or are less stringent than GM
requirements. In addition, we have a global stationary source environmental issues team to share
knowledge from our facilities around the world and implement global programs.
Accidental Releases
We track oil and chemical spills and non-routine air emissions above reportable quantities. The table
below shows spills and non-routine air emissions above Federal reportable quantities for U.S. and
Canadian plants, as defined by the Environmental Planning and Community Right to Know (EPCRA)
and the Comprehensive Environmental Response, Compensation and Liability Act (CERCLA).
Reportable releases from these facilities have steadily declined over the last three years.
1999
2
3
5
2000
0
1
1
2001
0
0
0
Year 
Land/Water
Air 
Total
Corporate Responsibility & Sustainability Report
2001-2002
43         View the full report online at www.gmresponsibility.com
ENVIRONMENT & ENERGY INFORMATION
Management:
Supply chain management
Supplier Environmental Management Standards
In July 1998, we advised our top 600 vehicle parts suppliers (based on sales volume) that we
required them to become certified to an Environmental Management System equivalent to
ISO14001 by the end of 2002. This requirement applies to all supplier facilities that provide parts to
GM and that have a significant environmental impact and to suppliers whose current or future
contracts extend, or might extend, beyond 2002.
GM Supplier Environmental Advisory Team
In 1998 our Supplier Council formed a Supplier Environmental Advisory (SEA) Team. This team,
which is made up of nine suppliers and representatives from Worldwide Purchasing, Research and
Development, Engineering, Worldwide Facilities — Environmental Services and Public Policy, meets
throughout the year to develop joint efforts to improve environmental performance.
The SEA team covers a number of pertinent topics, for example:
• ISO 14001 certification requirements for product suppliers.
• Evolution of the Greening the Supply Chain pilot project initiated at Saturn and expansion to
other GM suppliers.
• Development of the Environmental Statement of Requirements (ESOR) used during the 
quoting and purchasing process. This guidance document informs suppliers of our 
environmental requirements as they pertain to the sourcing of parts for our vehicles. The 
ESOR is available to suppliers through the GMSupplyPower website.
• The GMability.com web site, where information is available regarding environmental 
activities.
• The European Union End-of-Life Vehicle (ELV) directive that will have an impact on the global
automotive industry.
• The Global Reporting Initiative (GRI), which we view as a business management tool,
allowing us to evaluate our past and current performance and gain a better understanding 
of how to set future goals and dedicate resources for improvement.
Supply Chain Management at Opel and Vauxhall 
"Creativity" teams of buyers, representatives from the European plants and engineers from the
International Technical Development Center (ITDC), decide which suppliers the company will work
with. Opel, for example, requires that candidate supplier companies comply with the QS9000 quality
standard and informs suppliers of environmental guidelines when seeking quotes. Since 1998,
teams of experts from Opel and eight supplier companies have met to analyze supplier
relationships, and how to improve cooperation with partners on environmental issues, with respect
to production and manufacturing.
Corporate Responsibility & Sustainability Report
2001-2002
44         View the full report online at www.gmresponsibility.com
* Standardized Environmental Management
In addition to other initiatives, the team has expanded the guidance for Opel's materials and 
components suppliers on preparing their environmental management system (EMS). Opel 
and Vauxhall require Europe-based suppliers to obtain certification to either ISO14001 or the
EU Eco-Management and Audit Scheme (EMAS), or submit a relevant company self-
declaration, by December 31, 2002. An adequate environmental management system should 
cover all company facilities that cause significant environmental impact, including 
production equipment, manufacturing processes and other activities. The benefit of an 
efficient EMS is the reduction in environmental expenses and enhanced ecological 
performance.
* Close Cooperation Starts Early On 
As customer expectations and legal requirements for Opel's models become increasingly 
demanding, Opel must rely on its suppliers to provide top quality parts. It is crucial, therefore,
that suppliers have in-depth technological expertise. Indeed, because of their expertise,
Opel's partners often make valuable contributions at very early stages of development of a 
vehicle.
PAPERLESS PURCHASING PROCESS
During 2001, GM Worldwide Purchasing (WWP) developed a completely electronic Request for
Quote (RFQ) process between WWP and the supplier community. The project was originally
focused on improving the part purchasing experience for both the supplier and GM; however, it
has become an example of how efficient business practices can reduce our environmental
impacts. The former process involved copying, addressing and sending the required documents
to the suppliers by mail. The RFQ contains standard documents required for each and every
quote, which amounted to approximately one-quarter inch of paper. In addition, the
Engineering Statement of Requirement (SOR) that accompanies the RFQ is anywhere from one-
quarter inch to 5 inches of paper.
The new process allows suppliers to access the required documents from the GMSupplyPower
and Covisint web sites. This allows them to edit and submit their information electronically as
well as disseminate relevant information among their own team members, avoiding copying
and distributing the mail. The paper saved in the U.S. alone is in excess of 2 tons per year. Every
ton of paper saved avoids the use of:
*
17 trees,
*
7,000 gallons of water,
*
4,200 Kilowatt hours of energy,
*
410 gallons of fuel,
*
and 3 cubic yards of landfill space.
According to the U.S. EPA's WARM (Waste Reduction Model) calculations, by reducing office
paper use by 2 tons, we saved the equivalent energy of removing one passenger car from the
roadway or:
*
11 barrels of oil,
*
505 gallons of gasoline,
*
and 6 metric tons of CO2 equivalent greenhouse gas emissions.
Corporate Responsibility & Sustainability Report
2001-2002
45        View the full report online at www.gmresponsibility.com
This is the case, for instance, where Opel 
needs to hasten the introduction of new 
materials in series production. In their 
endeavors to close material cycles by 
releasing recycled materials for use in 
new vehicles, Opel engineers go to 
supplier sites to get a realistic idea of 
sample material or component
production. Among others items, they 
verify compliance with specified 
assembly times and make sure that
fluctuations in recycled material batches 
are minimized. It is frequently the 
suppliers themselves who suggest
materials for recyclability testing. Opel 
acknowledges its suppliers' 
contributions at its annual "Supplier of 
The Year" event.
* Uniform Material Data Sheet
To reduce the use of hazardous materials
and meet future recycling quotas,
detailed information on the materials 
that suppliers use in the parts and 
components they supply is essential. In 
the future, this information will be 
harmonized and made available to the 
entire automotive industry in the form 
of a Material Data Sheet (MDS). Because 
they are sent over the Internet, all 
material data sheets are quickly and 
directly incorporated into its common 
database system. Suppliers were trained 
in the use of this German-wide system before its official launch in summer 2000. A 
global expansion of the system is also planned.
SUPPORTING SMALLER SUPPLIERS
AT VAUXHALL
Vauxhall recognizes that achieving
ISO14001 can be more of a challenge for
smaller companies. In order to assist small-
to-medium sized enterprises (SMEs),
Vauxhall is supporting a DTI-sponsored
program called Project Acorn. Operated by
the British Standards Institute (BSI), the
scheme provides training and partial
funding to SMEs wishing to implement an
environmental management system.
The scheme has two levels, fast-track and
non-fast track. Vauxhall intends that fast-
track suppliers achieve an EMS, equivalent
to that required by ISO14001, within one
year. This is achieved through training
classes that are offered in "manageable
steps." Non-fast track aims to achieve this
level within two years, for a reduced fee.
Currently, Vauxhall has nominated 25
companies, who expressed interest in the
scheme, with five of those currently signed
up for the fast track plan. This will help
achieve its objective of ensuring all
suppliers have a certified EMS in place by
the end of 2003.
Corporate Responsibility & Sustainability Report
2001-2002
46        View the full report online at www.gmresponsibility.com
ENVIRONMENT & ENERGY INFORMATION
Management:
Employee  training & Support
Environmental management requires a well-trained workforce not only to keep pace with a chang-
ing regulatory landscape but also to satisfy our goal to have the best-trained environmental engi-
neers in the world. To this end, we have set a goal of having each of our U.S. environmental engi-
neers achieve and maintain Certified Hazardous Materials Manager (CHMM) certification. This sets
the knowledge base upon which our environmental engineers can build. To date, 90% of our engi-
neers have achieved the CHMM certification. We have set up similar certification programs in
Canada, Mexico, South America and China and have also developed a core curriculum of environ-
mental courses for our engineers.
In Europe, environmental training has been developed for engineers at the International Technical
Development Center (ITDC) in Rüsselsheim, Germany. This program focuses on design for manufac-
turability and design for environment (DfE) where environmental concerns are accounted for early
in the product development process.
Co-Op/Intern Program
Our cooperative and internship program seeks to provide a professional environmental engineering
resource at our facilities. Students are given hands-on training within various types of operations,
including assembly, foundry, metal stamping and machining operations. Upon graduation, these
students are able to accept an assignment without disruption of environmental service at a facility.
Currently, five co-op students and four interns are in the program in North America. Since its incep-
tion in 1994, we have employed 23 program graduates as permanent environmental engineers.
Employee Communications
A variety of methods are utilized to transmit information and data between our environmental and
energy professionals. An Internal Communications Strategy team oversees the format and flow of
information and evaluates the effectiveness of communication methods, which include satellite
broadcasts, newsletters, networking meetings and meetings with management. Employees have
access to at least one of these communication channels each month.
An extensive Worldwide Facilities Group web site is maintained by a number of "web authors." Its
purpose is to keep employees informed about the group's business activities and the resources
available from other centers of expertise within the Corporation. The Environmental Services sec-
tion of the web site covers many topic areas including news, events and site information.
Information regarding our facilities' ISO 14001 certification processes and associated lessons
learned are posted on the site. Business plan information and updates on the progress of strategic
business initiatives are also available.
Corporate Responsibility & Sustainability Report
2001-2002
47      View the full report online at www.gmresponsibility.com
ENVIRONMENT & ENERGY INFORMATION
Management:
Awards & accomplishments
GMNA
2002 GM Orion Assembly facility, Michigan Clean Corporate Citizen
2002 National Pollution Prevention Roundtable, Most Valuable Pollution Prevention (MVP2) 
award (Saturn Corporation)
2002 U.S. Environmental Protection Agency, WasteWise Program Champion in the Very Large 
Business category (GM U.S. operations)
2002 Tennessee Department of Environment and Conservation, Saturn Corporation recognized 
as the first industry in Tennessee to meet all criteria as a "Performer" in the Tennessee Pollution
Prevention Partnership (TP3)
2002 GM Powertrain Livonia Engine facility and Pontiac Centerpoint Campus Validation Center,
Michigan Clean Corporate Citizen
2002 Society of Automotive Engineers (SAE), Environmental Excellence in Transportation award,
Materials Development and Usage category for "Environmental Health & Safety Engineering 
Support for Acoustical and Structural Vehicle Material Usage"
2001 Stockholm Industry Water Award (Ramos Arizpe, Mexico facility)
2001 Seal of Sustainability, Sustainable Business Institute
2001 Environmental Excellence Award, bridging the Gap (Kansas City facility)
2001 U.S. Environmental Protection Agency , WasteWise Partner of the Year Award in the Very 
Large Business category (GM U.S. operations)
Environmental Regional Award, Environmental Regional Commission, Region of Tarapacá, Chila,
General Motors Chile S.A., Arica Plant
2000 Environmental Stewardship Award, National Indian Business Association
Global Green USA 2000 Millennium Award: Global Green USA, the American affiliate of Green 
Cross International
2000 Bowling GREEN Award, Bowling Green, Kentucky and Operation P.R.I.D.E. (Bowling Green 
Assembly, Kentucky facility)
2000 GM Powertrain Warren Transmission facility, Michigan Clean Corporate Citizen
Project of the Year Award, U.S. EPA Landfill Methane Outreach Program (Orion, Michigan,
facility)
Corporate Responsibility & Sustainability Report
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48      View the full report online at www.gmresponsibility.com
Michigan Power Booster (Orion, Michigan facility and GM World headquarters at the 
Renaissance Center, Detroit, Michigan)
Pretreatment Excellence Award: State of Texas (Arlington Assembly facility) 
2000 Fred Schmitt Award for Outstanding Corporate Leadership, the National Recycling 
Coalition
Eighth Annual Governor's Pollution Prevention Awards, 2001 Award for Management Systems,
State of Missouri (Wentzville, Missouri facility)
Award of Achievement for EarthForce/GM partnership, National Resources Council of America
U.S. Environmental Protection Agency Achievement Award for GM's support for RCRA cleanup 
reforms, brownfield redevelopment, and for GM's Truck Product Center in Pontiac, Michigan 
becoming the 500th facility to attain both Corrective Action Environmental Indicators.
GME
Vauxhall Motors Ltd
Green Apple Awards 2001 - Luton Plant, National Gold Winner
Green Apple awards 2001 - Ellesmere Port Plant, National runner-up for best practice amongst
motor manufacturers
Annual Environmental Award, 2000, Auto Trade Magazine
National Champion in the heavy engineering section of the Green Apple Environmental Best
Practice Award, 2000
Hooton House at Ellesmere Port, "Quality in Construction", 2000, Construction News, UK
Finalists in the Motor Trader 2000 Environmental Awards, Motor Trader, UK
Finalists in the Motor Trader 2001 Environmental Awards, Motor Trader, UK
Luton Plant was recognized in 2001 for implementing outstanding water management
practices to reduce usage and minimize impact of effluent on receiving bodies of water
Opel
Opel Hungary Szentgotthard Plant
EFQM Finalist, 2000, European Foundation for Quality Management
Opel Portugal
Best Environmental Report Award, 2000, Portuguese Association of Accountants Officials
Adam Opel AG
Energy and Environmental Award, Driver Protection Automotive Association
GMAP
Opel / GM Taiwan
Cyber Oscar Award, 2000, Taiwan
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ENVIRONMENT & ENERGY INFORMATION
Energy use:
GM Global
Energy Use
Our global operations
are focused on using
energy in the most
efficient manner
possible. In 2001 our
global operations
consumed 33.9
thousand gigawatt
hours (GWh) of energy
from various sources
including electricity, a
9.9% reduction from
2000. Following this downward trend, the energy used per vehicle produced decreased by 2.0% to
4.36 megawatt hours (MWh) per vehicle.
GMNA Energy Use 
We continue to work toward our goal of reducing energy consumption by 25% by 2005 from a 1995
base. This goal is being achieved during a period where our floor space has increased and process
environmental controls are becoming more energy intensive. By the end of 2001 we had achieved a
17.9% reduction since 1995 and are continuing to make steady progress.
During 2001, GMNA
energy usage
decreased by 9.6%
compared to 2000.
Energy usage per
vehicle rose by 1.7%
from 2000 to 17.94
MMBtu (5.25 MWh)
per vehicle produced,
due to vehicle
production decreases.
Click here for Energy
Efficiency Progress and
Voluntary Energy
Programs in GMNA
GM Canada 
Since 1990 our Canadian operations have reduced energy usage by over 46%. Energy usage
decreased 11.4% in 2001 compared to 2000. GM of Canada publishes detailed energy efficiency
accomplishments annually in the Voluntary Challenge and Registry Inc. (VCR) Program and has been
recognized as Gold Champion level reporter by VCR.
Global Energy Use Totals
0
10,000
20,000
30,000
40,000
1999
2000
2001
Year
Gigawatt hours (GWh)
GMNA Total Energy Use
0
10,000
20,000
30,000
40,000
1998
1999
2000
2001
Year
Gigawatt hours (GWh)
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GM Mexico
Our Mexican operations continued to reduce energy usage in 2001, achieving a 5.4% reduction
compared to 2000. This was the result of many energy reduction initiatives such as the lowering of
compressed air pressure on weekends at Silao, the elimination of one air compressor at Ramos
Arizpe and a paint shop shutdown program at Silao.
GM Europe
In 2001, GM Europe initiated several activities to reduce energy usage in its facilities. These included
engaging employees in shutting down equipment during non production periods; changing
temperature and humidity setpoints in paint shop spray booths; reducing lighting levels and
replacing energy inefficient light fixtures; reducing ventilation during non-production periods; and
lowering the compressed air pressure during non-production periods. Together these activities
achieved over $2 million in savings, all without requiring any major expenditures.
GM LAAM
In Brazil, the worst drought in 70 years caused the government to ration electricity from June 2001
through February 2002. This is due to Brazil's reliance on hydro-electric power, supplying over 90% of
their total electric demand. The government set as a target a reduction of 15% from peak demands.
GM Brazil responded to this crisis by reducing lighting levels, shifting production schedules, shutting
down equipment on non-production hours, and outsourcing some metal melting operations to
suppliers using gas instead of electricity. The results of the efforts were a 22% reduction in electrical
usage and a savings of over $1.9 million. Even though the rationing has ended, GM Brazil plans to
continue many of the initiatives to sustain a 15% reduction from 2000 levels.
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ENVIRONMENT & ENERGY INFORMATION
Water use:
GM Global
Water Use
Our worldwide
manufacturing and
support operations use
water from many
sources. In 2001 our
global operations
purchased and used
66.2 million cubic
meters (17.5 billion
gallons) of water, down
9.5% from 73.2 million
cubic meters (19.3
billion gallons) in 2000.
Water use per vehicle also declined 1.7% to 8.72 cubic meters per vehicle built compared to 8.87 in
2000.
Water Sources
In the U.S., our water sources are primarily lakes, rivers, and tributaries. Well-derived water is a minor
source of water. In Mexico and in other parts of the world, well water is the primary source and is
highly valued as a scarce commodity. This emphasis is reflected by water reduction efforts at our
Ramos Arizpe and Silao, plants in Mexico, where water use per vehicle is nearly less than half that of
the U.S. benchmark. Our sustainability goals drive our efforts to minimize the impact of our water
usage on the communities where our operations are located.
Water and Waste Water Management
GMNA
We consider water to be a scarce resource and for this reason we have continued to focus on water
conservation initiatives. Within GMNA, our goal is to reduce water usage by 30% by the end of the
2002 from a 1995 base line. This goal was revised in 2000 from a 20% reduction goal, and we are
close to achieving the revised target. Water usage for 2001 was 45.5 million cubic meters (12.0
billion gallons), which represents a 29.2% reduction from the 1995 base. In comparison with 2000,
our water use was reduced by 13.2%. Our North American plants also decreased water usage on a
per vehicle basis by 2.3% in 2001 to 9.1 cubic meters (2,402 gallons) compared to 2000.
In all of our plants wastewater is treated before being discharged to municipal treatment plants or
other receiving bodies of water, meeting all applicable regulations. Where there is no clear discharge
criterion, we apply our own minimum guidelines as defined by our Environmental Performance
Criteria.
Some examples of water conservation initiatives are listed below:
Global Water Use *
0
20,000,000
40,000,000
60,000,000
80,000,000
1999
2000
2001
Year
* Purchased and well water
Cubic meters
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*
Improvements have been made to the 
instrumentation and controls for 18 cooling 
towers at our Willow Run, Michigan Transmission
Plant. These changes will result in water savings 
of about 0.9 million cubic meters (239 million 
gallons (0.9 million cubic meters) per year in 
2002. Additional changes, which are underway,
will bring the total savings to 1.25 million 
cubic meters (329 million gallons) per year.
*
Our GM de Mexico plant in Silao has continued 
to reduce its water usage. In 2001, the water 
usage dropped to less than 2 cubic meters per 
vehicle. This is the result of activities such as 
reduced water use in the paint shop water use 
reduction and feeding cooling towers with 
recycled water. The water use at Silao has 
dropped over 50% since operations at the 
complex began.
*
Our GM de Mexico Ramos Arizpe Complex was 
awarded the Stockholm Industry Water Award 
for 2001 for outstanding achievements in water 
use reduction. The plant has commissioned a 
state-of-the-art water recycle/reuse system and has continued to focus on water 
conservation initiatives. The Ramos Arizpe facility has reduced well water withdrawal by 
50% since 1986 while producing seven times more cars and 50% more engines.
*
GM of Canada implemented many water-saving projects, saving 454 million gallons (1.7 
million cubic meters) in 2001. This is a 25.1% decrease from 2000 levels.
Our Swedish subsidiary Saab
extracts, uses and returns water for
its manufacturing 
processes from the nearby river,
the Göta Älv. In terms of volume
the Göta Älv is Sweden's largest
river, with a mean flow of 550
cubic meters per second. It takes in
water from a drainage basin equal
to one-tenth of Sweden's total
area. The river is a vital natural 
resource, supplying drinking water
to more than 700,000 people. The
Göta Älv is also of great
recreational and biodiversity value,
providing a home to almost every
species of fish present in the
various lakes and streams of
Sweden. Maintaining water quality
is therefore one of Saab's highest
priorities.
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ENVIRONMENT & ENERGY INFORMATION
Resource use:
Health and Environmental Impact Assessments
The materials recommended for use in our products and manufacturing processes are assessed for
potential health and environmental impacts prior to approval using several complementary
processes. Materials are assessed according to the Productive Materials Review Process (PMRV),
which supports the release and material engineering community, and is part of the Design for the
Environment (DfE) process. If a material is approved, the information is then sent to the plant
Hazardous Materials Control Committee (HMCC), for local review and implementation. The HMCC
assesses potential health and environmental impacts of those materials that support the
manufacturing process (indirect materials), but do not actually become part of our products.
The PMRV team continues to provide critical support during assessment of the materials proposed
for use at our facilities. Timely review and communication to design and release engineers and local
HMCCs assist our plants in meeting start-up deadlines and material needs. For example, sealant
assessments at Flint Truck resulted in significant improvement of sealer performance while
reducing potential health and environmental concerns. The timeliness of these reviews ensures a
smooth transition for all new production systems. Manufacturing Planning Studies and DfE
Assessments take a proactive look at our processes and materials in conjunction with the PMRV
process. These early assessments analyze processes planned for use in our facilities, incorporating
the DfE principles of prevent, reduce and recycle. The process considers a wide variety of items
ranging from how the material is brought into the facility, stored and transported, to correct
ventilation, and recycling of any waste that may be created.
Chemicals Management
We continue to expand the Chemicals Management programs in our facilities to include all indirect
chemicals used in the manufacturing process (those that are not directly involved in producing a
vehicle). Chemicals Management utilizes a single supplier to provide non-product-related chemicals
at each GM facility. Chemicals Management activities include chemical process control, process
improvements, chemical reuse, chemical recycling, and health and safety improvement. The
Chemicals Management supplier also provides the chemical data required for regulatory reporting.
When chemicals management programs are installed in a plant, first-year material savings average
20%, with additional savings of 3% to 5% in the second and third years. Materials savings result
from material conservation, material standardization, and process optimization. Additional benefits
include improvements in quality, throughput, and manufacturing efficiency.
All Chemicals Management programs are now being requoted to a new specification, which will
standardize program scopes and administrative procedures. The new program enhancements will
further support the implementation of strategic environmental and manufacturing initiatives.
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2001-2002
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Use of packaging materials
GMNA 
In the last decade, our vehicle assembly plants have taken aggressive steps to reduce volumes of
packaging from parts and components disposed to landfill. The GMNA Containerization Group has
been instrumental in making the changes.
An Environmental Packaging Specification that
was initiated in the early 1990s has been
incorporated into our general packaging
specifications and remains in effect. The various
marking, construction and material
characteristics stated in the specification ensure
that waste packaging can be readily broken
down and recycled. In 1994, we started cutting
down expendable packaging waste by
converting to reusable containers. The decision to use a reusable container for a particular
application is based on cost considerations as well as considerations of supplier proximity and
protection of the parts being shipped. Reusable containers make up about 60% of our assembly
plant packaging.
North American Containerization Engineers
work hard to reduce, reuse, and recycle
packaging. For instance, they work closely with
the Materials Engineering group and use their
GM Preferred Material list as a starting point for
dunnage (packaging) material selection. This
minimizes the complexity of materials that will
eventually need to be recycled. An internal
guidance document called "Lesson Learned" was
recently published on plastics design, tooling,
manufacturing and material selection. All of
these areas must be reviewed for potential
impacts before a packaging material is selected
for use. Environmental impact is one of the steps
considered in the selection process.
Recycled content is also important. Plastic pallets are made up of 50% recycled materials. Containers
made of thermoplastic resin must comprise 25% recycled materials. The construction of containers
is also well planned, so that they may be easily compacted to minimize the space they take up
during return trips to the supplier.
In 2001, the GM Energy & Environmental
Strategy Board (EESB), approved the use of
common plastic materials for protective
shipping caps and plugs in all facilities. This
effort will promote reuse, increase recycling,
minimize costs and reduce landfill materials.
In Europe, GME was the first auto
manufacturer to adopt reusable packaging for
its material transportation systems. As a
result, the use of environment-friendly
reusable packaging has risen to 97%. Near-
indestructible small part containers and
special hanging racks designed by our
engineers contribute to the low proportion of
packaging waste. Approximately 70,000 small
part containers are shipped to European
plants each day.
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ENVIRONMENT & ENERGY INFORMATION
Waste & recycling:
Waste
Globally, the total
amount of waste
managed by our 142
facilities declined 1.3%
between 2000 and
2001 from 3.81 million
metric tons to 3.76
million metric tons.
Worldwide vehicle
production was down
9.5% and production-
adjusted waste
volumes during the
same period increased
by 9% from 462 kg per
vehicle to 504 kg
vehicle. Although production was down, a certain level of baseline operations exist that factor into
ongoing waste levels. Many demolition and renovation projects area also underway that contribute
non-traditional wastes to the total amount generated.
The chart below shows the total amount of waste and indicates that the volume of waste recycled
was typically more than double the volume of non-recycled waste in 2001. Of the 142 GM facilities
that report environmental metrics data, 101 are manufacturing sites and 41 are non-manufacturing
locations and after-market parts distribution centers in the U.S. and Canada.
GM Global Waste
Goals
In April 2002, the
Global Environmental
Issues Team (GEIT) set
two stretch goals to
reduce total waste
(hazardous and non-
hazardous) and
increase recycling
worldwide by 15%. The
base year is 2000 and
the target year is the
end of 2005. Since
1997, facilities in
GMNA surpassed their
five-year goal one year
early and reduced the volume of their non-recycled materials by 54% (adjusted for production, the
reduction was 50%).
Global  Waste
0.0
1.0
2.0
3.0
4.0
5.0
1999
2000
2001
Year
Recycled
Non-Recycled
Million metric tons
2001 Global Waste by Type and Treatment Method
Non-hazardous - 
recycled 80%
Hazardous - recycled
1%
Hazardous non-recycled
1%
Non-hazardous - non-
recycled 18%
Total waste = 3,763,053 metric tons
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Managing Global Waste Data
Waste data is currently tracked through the use of an annual report from our worldwide facilities.
Other options for online reporting are being explored that will allow facilities to input their data as
it becomes available.
Some operational changes, as well as refinements in data management, have occurred in the past
year and these have changed the distribution of plants listed in our previous report as
environmental metrics participants. For instance, data that is made available from joint venture
facilities will be reported separately from GM facilities in the future.
The majority (79%) of our operations are located in North America. GM Europe operations make up
another 11% and South America, 6% of
operations. North American operations therefore
produce the majority of GM waste volumes.
Waste reduction and increased recycling are
business imperatives for us. Programs such as
Resource Management, Chemicals Management,
Oil Management, and ISO 14001 ensure that we
will continue to focus on progressive
improvements. We will also work with global
teams such as the GEIT to ensure that facilities
in each region can share and effectively use the
best practices developed in our facilities around
the world.
Some operational changes, as well as refinements in data management, have occurred in the past
year and these have changed the distribution of plants listed in our previous report as
environmental metrics participants. For instance, data that is made available from joint venture
facilities will be reported separately from GM facilities in the future.
Resource Management 
Our Resource Management program preserves natural resources, reduces our environmental
impact, and makes considerable cost savings. Under Resource Management, a single first-tier
supplier manages all plant wastes. The supplier provides all resource management services through
its on-site staff, and the supplier is economically compensated to reduce waste volumes.
We have designed the program to eliminate waste before it happens. Resource managers are
provided with financial incentives to find innovative ways to eliminate the waste created during the
manufacturing process. Rather than paying a waste contractor to dispose of the material, our
approach makes the supplier a partner inside the plant, searching for, and benefiting from waste
reduction and recycling opportunities wherever they might occur. Cardboard boxes, wooden pallets
and even cooking grease from cafeterias, items previously sent to landfill, are now turned into useful
products. The benefits of the program were recognized by the U.S. Environmental Protection Agency
at their WasteWise Awards and Recognition Ceremony, where it was suggested the program
provided a national environmental model that should be embraced by other organizations.
In 2000 we became the first auto
manufacturer ever to receive the National
Recycling Coalition's prestigious Fred
Schmitt Award for Outstanding Corporate
Leadership. The award was in recognition of
our innovative Resource Management (RM)
program. In March 2002, the U.S. EPA
featured the program in an article entitled
Creative Contracting at General Motors in
their publication "WasteWise Update."
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The program is now operating in nearly all our GM North American facilities, where economically
feasible. Our RM program has saved over $8.4 million annually in North America. Although RM is not
yet considered a global initiative, it has been implemented in six plants in Europe and is being
reviewed by GM operations globally. Our current strategy is to consider the technical and economic
potential of Resource Management in all new GM plants worldwide.
Resource Management
We piloted this
program in1994 at our
engine plant in
Kaiserslautern,
Germany. After piloting
the idea in Germany,
we expanded Resource
Management to five
North American
facilities between 1996
and 1998. After the
success of these pilots,
we continued its
expansion in North
America. For example,
in the fall of 2000, we
implemented the
program at GM Wentzville Assembly Plant, in Wentzville, Missouri. Since the inception of Resource
Management at Wentzville, the plant's administration of waste and recycling services has been
streamlined through the efforts of the Resource Manager. The program has resulted in significant
cost and environmental improvements. Wentzville's managers credit the Resource Management
program with successfully helping the plant decrease waste generated, improve recycling rates (see
graph below), reduce overall waste management costs, and improve reporting, billing, and other
related administrative tasks.
Further examples of innovative resource-saving initiatives include:
*
Solvent-based parts washers have been replaced with aqueous-based parts washers. The 
substitution with aqueous-based washers minimizes the plant's VOC emissions and hazardous 
waste generation.
*
Improvements to ensure proper waste handling in the plants, like segregation of non-
hazardous and hazardous waste, and ensuring full waste drums before being shipped for 
disposal.
*
Cafeteria grease is now being recycled to produce animal feed, instead of disposed of as solid 
waste.
Wentzville Assembly Plant Recycling Trends
19.5
16.6
77
117
124
0
50
100
150
1997
1998
1999
2000
2001
Year
kg recycling per vehicle
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ENVIRONMENT & ENERGY INFORMATION
Waste & recycling:
Waste prevention
The activities described in this section result from actions taken by GM manufacturing and
manufacturing support operations. Approximately 80% of these operations are based in North
America and as a result, more information and case studies are available from the GM North
America (GMNA) region.
Industrial Oil Management
Three years ago we began to improve life cycle management of industrial oils in GMNA plants: this
is now beginning to pay dividends. The program provides both substantial cost savings as well as
significant benefits to the environment through waste prevention. The program functions on three
levels:
*
First, plants switch from high volume lubricants to those approved against the GM "LS2" 
maintenance lubricant standards. The standard ensures high-quality lubricants and lubricant
consolidation. Maintenance and problem resolution is also stressed throughout. These 
initiatives resulted in over $2.7 million in savings in 2001.
*
Second, plants recondition or recycle industrial oils using portable reconditioning units to 
remove water and particulates from oils even as the machines they service are still operating.
Other plants collect the used oil for recycling off- or on-site. Annually this service saves our 
facilities $1.8 million. A list of suppliers that can provide various on-site services is being 
compiled to assist plants with these initiatives.
*
Finally, used oil is shipped off-site. It can be reclaimed or refined for resale to the plants where 
it is reused as metal removal fluid or as a maintenance lubricant. Nearly all of the 20 million 
gallons (76,000 cubic meters) of used oil that GMNA produces is collected in this program and 
is available for recycling. Although much of it still is sold for fuel, the volume of returned 
product is beginning to increase substantially, as shown in the chart below. This will continue 
to increase in future years as there is now a corporate mandate for increasing the use of 
recycled oil products in plants over the next three years.
The web page for oil management and Lubrication Standards can be found at
http://www.gmsupplypower.com in the Manufacturing Power "Library".
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ENVIRONMENT & ENERGY INFORMATION
Waste & recycling:
GMNA Waste
Prevention 
GM North American
operations have a goal
to reduce non-recycled
non-product-output
(or NPO) by 50% from
a 1997 base year
through year-end
2002. To help reach the
goal, facilities utilize a
combination of waste
reduction and recycling
techniques. By the end
of 2001, we achieved a
54% reduction, hitting
our target one year
ahead of schedule.
Recycling
Recycling plays an important role in our ongoing efforts to reduce waste. Global facility waste
recycling rates increased between 2000 and 2001, rising from an average of 351 kg of waste recycled
per vehicle produced to 405 kg/vehicle, a 15% increase.
We are making significant progress in expanding and improving recycling collection and
implementation, especially in GMNA where we have a five-year goal to reduce non-recycled, non-
product-output (NPO) by 50% by the end of 2002. To date (through the end of 2001), we have
achieved a 54% reduction, one year ahead of schedule. Our goal was exceeded through a
combination of waste reduction techniques and recycling of waste. In 2001 GMNA saved $113
million by recycling 1.9 million metric tons of waste.
Oil Management Savings
Thousands of litres
US $ in thousands
0
200
400
600
800
1000
Pre-Program
2000
2001
2002 *
0
2000
4000
6000
8000
10000
12000
14000
Re-Refined Oil (US$)
Reclaimed Oil (US$)
Re-Refined Oil Savings (liters)
Reclaimed Oil Savings (liters)
* Annualized savings based on first half of 2002 data
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ENVIRONMENT & ENERGY INFORMATION
Emissions to air:
Greenhouse gases
GM supports voluntary initiatives to reduce greenhouse gas (GHG) emissions and, in the U.S., we
support the Administration's goal to reduce GHG intensity by 18% by 2012. We have proven
leadership in GHG mitigation through various global voluntary initiatives with the various agencies
and organizations. A primary outcome of our GHG mitigation strategy was the development of a
Global GHG Reporting protocol. This protocol was developed after working with and submitting to
the U.S. Department of Energy 1605b GHG reporting guidelines and registry since its inception in
1995.
In 2001 GM implemented its Global GHG Reporting Protocol and, to date, is collecting energy and
emissions data from each of its 147 global facilities.
Global Climate
In addition to developing new technologies and processes, we continue to monitor greenhouse gas
emissions from our facilities and products and are taking steps to achieve near-term reductions. We
also continue to support scientific research to improve the understanding of the possible long-term
effects of economic growth and other human activities on the climate system.
Greenhouse Gases from Stationary Sources
In 2001, our global facilities emitted 13.2 million metric tons of CO2 (see graph below), a 9.6%
reduction compared to 2000. Facility CO2 emissions per vehicle produced decreased by 2.2% to 1.64
metric tons. Our CO2
emissions are
calculated from fuel
and electricity use at
each facility, which are
the major sources of
greenhouse gas
emissions from our
operations.
Our GMNA emissions
of CO2 in 2001 were
9.89 million metric
tons, a 7.4% reduction
from 2000 levels. In
1995, we were the first
automotive
manufacturer to
voluntarily report
greenhouse gas
emissions from U.S.
facilities under Section 1605(b) of the Energy Policy Act of 1992 — Voluntary Reporting of
Greenhouse Gases — and we continue to provide this information. In 2001, CO2 emissions from our
U.S. facilities were 9.61 million metric tons, a reduction of 16.5% from 1990 levels and a reduction of
6.7% from 2000.
GM Global CO2 Emissions Totals
0
4
8
12
16
1999
2000
2001
Year
Million metric tons
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GM's Canadian operations report greenhouse gas emissions as part of the Voluntary Challenge and
Registry Inc. (VCR) program. GM of Canada was again recognized as Gold Level Champion Reporter
in their 2001 report.
Our Canadian operations have achieved a 47% reduction in CO2 emissions since 1990. Their CO2
emissions also decreased 15.1% from 2000 to 2001. For a full report, refer to the Action Plan for
Reduction Greenhouse Gas Emissions filed in October 2000 with Canada's Climate Change VCR
Registry.
Climate Change Levy
In 2000, Vauxhall was an active participant in obtaining a Negotiated Agreement for the U.K. motor
Industry (through its trade body SMMT) in relation to the Climate Change Levy, a tax on business
energy use introduced in April 2001. This was one of the first Negotiated Agreements to be
approved by the U.K. Government, and provides the motor industry with a rebate against the levy in
return for agreed improvements in energy efficiency in terms of vehicle production over the next 10
years.
Climate Leaders Partnership
We joined the Environmental Protection Agency's (EPA) Climate Leaders Partnership in 2001. This
initiative is a new, voluntary program that challenges its partners to set an aggressive, corporate-
wide greenhouse gas (GHG) emissions reduction goal. Through the EPA's Climate Leaders Program,
we are committing to reduce CO2 emissions from our North American Facilities by 10% over five
years.
1990
11.51 
1999
11.30*
2000
10.30*
2001
9.61*
* Updated since submittal of 2002 DOE 1605(b) Report.
U.S. CO2 EMISSIONS TOTALS (million metric tons CO2)
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Air pollutants
GMNA
Emissions to air are tracked in GMNA using the U.S. TRI and Canadian NPRI. Painting and coating
operations at our assembly facilities contribute the majority of air emissions. Paint shop emission
reductions have been ongoing since the early 1980's as coating application technologies have
undergone extensive improvements. Technologies that contribute to lower emissions are
continually
implemented as new
paint shops are
installed and existing
shops renovated.
TRI emission levels
from our assembly
plants decreased 20%
between 2000 and
2001, while U.S.
production levels were
11% lower in this
period. In 2001, 88% of
TRI air emissions were
from point sources
(stacks) and 12% from
fugitive or non-point
sources.
Total Canadian NPRI air releases decreased in 2001 by 27% (3,516 metric tons) compared to 2000
(4,847 metric tons). Production levels in Canada were 14% lower in 2001 than in 2000. In addition to
reduced production, decreases were achieved by a combination of efforts at our Canadian facilities
including a reduction in purge usage at the Oshawa Car Assembly Plant.
Criteria Air Pollutant
Emissions
The majority of criteria
air pollutant emissions
arise from burning fuel
to supply heat and
power to our facilities
and from solvents used
in the painting of
vehicles.
During the past
decade we have
decreased emissions
from heating and
power operations by
reducing our use of
coal burning systems,
increasing our reliance on cleaner burning natural gas, and improving the energy efficiency of our
SARA TRI Releases to Air (U.S.)
Metric tons
0
3,000
6,000
9,000
1999
2000
2001
Assembly
Metal Fabrication *
Powertrain
Other Divisions **
*Metal Fabrication Releases: 1999 = 4.5  2000 = 5      2001 = 3.2
** Other Divisions Releases: 1999 = 46   2000 = 5.6   2001 = 7.3
NPRI Releases to Air (Canada)
Metric tons
0
1,000
2,000
3,000
1999
2000
2001
Assembly
Powertrain *
Other Divisions **
* Powertrain Releases = less than one metric ton
** Other Divisions Releases = 11.5 metric tons or less
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facilities. When replacing coal-burning systems, we are often able to replace larger, less efficient
units with smaller, high-efficiency systems. As a result, although we are producing record numbers
of vehicles, emissions of particulate matter (TSP), nitrogen oxides (NOx), carbon monoxide (CO), and
sulfur oxides (SOx) have significantly declined over this period. The following graph shows our
emission levels of these pollutants since 1999.
Volatile Organic
Compounds
Production-adjusted
VOC emissions from
paint shop operations
at our North American
facilities fell 2.2% from
2000 to 2001 
We are working hard
to improve the
consistency of data
from all plants around
the world and to
improve the data
collection and
maintenance process.
Regional differences in
definitions, terminology, and calculation methods pose challenges and prevent the publication of
global VOC data at this time. We are continuing to refine our data management processes in order
to provide further quality assurance.
Painting operations are the largest source of volatile organic compound (VOC) emissions in vehicle
manufacturing. During 2000, we initiated an extensive effort to minimize the amount of Hazardous
Air Pollutants (HAPs) contained in paint coating materials. This is an ongoing effort that has
continued in 2001 and will continue over the next few years. To date reductions in VOC emissions
have been achieved from:
•
Routine coating material reviews for paints
•
Limitations on the amount of VOCs used in paint shop purge and cleanup operations 
concurrent with new programs at several facilities
•
Use of powder primer surfacer in the majority of facilities
•
New casting programs using lost foam technology for aluminum, blocks and heads. This means
lower VOC emissions than iron casting technology. Aluminum engine components increase 
fuel economy.
•
Grilles, mirror housings, cowl screens, bumper caps, and door handles are designed to minimize 
the need for traditional paint operations -- reducing airborne and waste emissions in 
production
Criteria Air Pollutant Emissions*
 (U.S., Canada and Mexico)
Metric tons
0
2,500
5,000
7,500
10,000
1999
2000
2001
TSP **
NOx
CO
SOx
* Air emission data derived from corporate fuel use records and generalized emission facto
** Total Suspended Particluates 
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Additionally our
Oshawa Truck
Assembly Centre in
Canada, in cooperation
with Sames, Fanuc and
our North America
Paint Group, has
developed a rotary bell
applicator — Aquabell
— for waterborne
electrostatic paint
application. During
2001, the plant
retrofitted 60% of its
paint shop modules
with the Aquabell
applicator, making it
the first facility in the
world to implement
Aquabell technology. Paint transfer efficiency is expected to increase by 21% compared to the
electrostatic waterborne Accustat spray system used previously. By improving transfer efficiency the
assembly plant realizes several business, operating and environmental benefits, including:
•
Reduced paint usage
•
Reduced paint cost
•
Reduced air emissions
•
Reduced paint wastage
•
Less cleaning required in the spray booths
With the AquaBell applicator installed on all 10 paint modules, the transfer efficiency improvement
translates to a reduction of approximately 60 metric tons of VOC emissions per year.
Volatile Organic Compounds at GME 
VOCs emissions are one of the four key impacts for which Vauxhall has set corporate targets. In
2001, total emissions fell by 34% against 2000 to 897.4 metric tons. On a per car basis a 22%
reduction has been achieved since 1999, exceeding the corporate target of a 17.5% reduction by
2003.
The introduction of waterborne basecoats at the Luton plant and increased efficiency in the
painting process, including solvent recovery units that have been installed in 2000 and 2001 at
Ellesmere Port, have helped Vauxhall achieve its target..
Ozone-Depleting Substances
Starting with the 1995 model year, all air conditioning systems installed in our new vehicles have
been ozone-friendly, containing no CFCs or other ozone-depleting substances (ODS). Likewise, since
April 1995, we have not used Class I ODS in the vehicle manufacturing process.
We continue to maintain some stationary equipment, such as building air conditioning systems,
which contain ODS. Approximately one-half of such equipment has been replaced or converted to
non-Class I refrigerants. The remaining systems will be replaced and the ODS refrigerants recovered
and recycled over time as this equipment is upgraded. The replacement of all halon fire-protection
systems with ODS-free materials was completed in 2000.
Assembly Facilities Volatile Organic Compounds 
Emissions (U.S., Canada and Mexico)
4.7
4.6
4.5
0
2
4
6
1999
2000
2001
Year
Kg per vehicle produced
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ENVIRONMENT & ENERGY INFORMATION
Emissions to water:
GMNA
Water effluents in
GMNA are tracked
using U.S. TRI and
Canadian NPRI data. As
with air emissions,
vehicle painting and
coating operations and
industrial wastewater
treatment, are the
main contributors to
water effluents.
Combined divisional
TRI transfers to water
increased slightly
(2.4%) over the period
2000 to 2001.
Production levels in
Canada were 14%
lower in 2001 in
comparison to 2000.
Although production
levels were reduced in
2001 both TRI and
NPRI reported
assembly transfers to
water increased due to
improvements made
to estimation methods
and additional supplier
information.
SARA TRI Transfers to Water 
Metric tons
1 
0
200
400
600
800
1000
1200
1400
1999
2000
2001
Assembly
Metal Fabrication *
Powertrain
Other Divisions **
1  Publicly Owned Treatment Works 
*  Metal Fabrication Transfers  1999 =19.2,  2000=9.3,  2001=6.8
** Other Divisions Transfers     1999=4.6,  2000=0.02,  2001=0.02
(POTW)
(US)
NPRI  Transfers to Water (MSTP)
Metric tons
1 
(Canada)
0
40
80
120
160
1999
2000
2001
Assembly
Powertrain *
Other Divisions **
1 Municipal Sewage Treatment Plant
* Annual Transfers for Powertrain in 1999=2, 2000=0.5, 2001=0.2
** Annual Transfers for Other Divisions = 0 
Land Use, Biodiversity and Clean-up 
Surplus GM Sites
Our objective is to return our surplus properties to
productive uses while being sensitive to the
economic impact on local communities, public
agencies and GM itself. Local real estate experts,
business leaders and government officials are
consulted in determining the most suitable reuse.
State and Superfund Sites
When developing cleanup plans at state and
federal Superfund sites, we evaluate future land
uses and ecological habitats. The absence of a
current property owner and the diverse interests of
the various stakeholders often complicate
developing a cleanup plan consistent with a
productive end use for these sites.
Outreach and Educational Projects
We recognize the need for restoring and protecting
wildlife habitats, in particular those that are
sensitive or endangered. In addition, to ensure
children continue to build on the efforts of the
current generation, we conduct outreach programs
to educate youth on the importance of biodiversity.
Helping to Protect the Brazilian Rainforest
In 2001, we launched a major initiative to restore and protect over 30,000 acres of degraded
rainforest in southern Brazil, an area twice the size of Manhattan. The Brazil Atlantic Rainforest
Restoration Project — a collaborative undertaking between ourselves, The Nature Conservancy
Council and the Sociedade de Pesquisa em Vida Selvagem e Educação Ambiental (SPVS, a leading
Brazilian conservation organization) — was formed to purchase privately owned agricultural land in
Brazil's Atlantic Forest and convert it into a private nature reserve owned and managed by SPVS. The
$10-million project aims to protect in perpetuity this critical wildlife habitat while stabilizing the
environmental health of the Cachoeira River valley, reducing slash-and-burn clearances and
pollution, and creating economic opportunities for nearby communities.
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ENVIRONMENT & ENERGY INFORMATION
Land & biodiversity:
HYATT HILLS GOLF COURSE
CLARK, NEW JERSEY
The site of the former Hyatt-Clark facility,
built in 1938, has been converted from an
industrial site into a much sought after
recreational resource. After the facility
closed and demolition activities began,
we met with local officials to review
potential future uses for the site. Our
evaluation of the potential uses for the
site revealed a viable market for a public
golf course. In 1996 the local community
reclassified the land for use as a golf
course, allowing us to conduct necessary
remediation work and environmental
studies. The course, which we will
continue to own, will be operated by the
local communities. The course opened in
the summer of 2002. Environmental
issues at the site have been addressed
under the New Jersey Industrial Site
Recovery Act with supervision by the
New Jersey Department of
Environmental Protection.
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With only 5% to 7% of the Atlantic Forest intact, restoration is considered one of the world's highest
conservation priorities. An amazing 53% of the trees and 77% of other plant species found in the
Atlantic Forest are unique to this ecosystem. Fifty species of mammals and 158 species of birds are
found nowhere else on the planet, and 171 of Brazil's 202 officially recognized endangered species
depend on the Atlantic Forest for survival. One of the main objectives of this project is the creation
of a scientifically based model for biodiversity protection and ecosystem restoration on a large scale.
Among the scientific goals will be to quantify and document the environmental services performed
by the restored forest, such as absorption of atmospheric carbon, in order to understand the role
that reforestation can play in responding to concerns over the global climate.