GM - General Motors Company

NYSE - Nasdaq Real Time Price. Currency in USD
37.39
+0.02 (+0.05%)
As of 11:51AM EDT. Market open.
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Previous Close37.37
Open36.79
Bid37.36 x 1300
Ask37.37 x 1000
Day's Range36.57 - 37.43
52 Week Range30.56 - 41.90
Volume2,337,933
Avg. Volume7,609,233
Market Cap53.383B
Beta (3Y Monthly)1.25
PE Ratio (TTM)5.95
EPS (TTM)6.28
Earnings DateOct 29, 2019
Forward Dividend & Yield1.52 (4.02%)
Ex-Dividend Date2019-09-05
1y Target Est48.17
Trade prices are not sourced from all markets
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  • At shuttered Ohio plant, workers still hope for new GM vehicle
    Reuters

    At shuttered Ohio plant, workers still hope for new GM vehicle

    When asked about reports General Motors Co may turn its shuttered Lordstown, Ohio, plant into a battery factory, "Buffalo" Joe Nero snorts and points at the vast complex that until six months ago made the Chevrolet Cruze. The United Auto Workers (UAW) union, which went on strike last week, agrees. GM's decision to close it and three other U.S. facilities due to sagging U.S. passenger car sales has drawn widespread criticism, including from President Donald Trump.

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  • In Strike at GM, Old Grievances Get Retooled for a New Era
    Bloomberg

    In Strike at GM, Old Grievances Get Retooled for a New Era

    (Bloomberg) -- As the United Auto Workers strike against General Motors Co. nears a second week, the issues in dispute are similar to those that sparked strikes in the past: health care, wages and the company’s commitment to invest in U.S. facilities. The conflicts stretch all the way back to Dec. 30, 1936, when GM employees — led by UAW Local 174 President Walter Reuther — stopped production at plants in Flint, Michigan, and Cleveland. They were protesting low wages and conditions that included 12- to 14-hour shifts, six days a week, often in oppressive heat on fast-moving assembly lines. But instead of walking out, they sat down in the factories, and there they stayed for 44 days.In the ensuing eight decades, there would be dozens of contract negotiations, concessions on both sides and strikes — including the current one that’s sent 46,000 GM workers to the picket lines for the first time in 12 years. Here’s a look back at some of the actions that set precedents in the past.1937: On Feb. 11, 1937, the sit-down strikes end as GM becomes the first of Detroit’s Big Three automakers to recognize the UAW as the representative of its manufacturing employees. The first contract provides higher wages and improved conditions in the plants. Chrysler also recognizes the UAW after a sit-down strike at its Detroit plants.May 1937: Trying to organize workers at Ford Motor Co., Reuther and other UAW supporters pass out leaflets on a pedestrian bridge leading to the company’s River Rouge complex in Dearborn, Michigan. Ford security men attack and beat them in a confrontation that becomes known as the Battle of the Overpass. Pictures of the attack by a Detroit News photographer, who smuggles them past the security guards, help spur support for the union, but Henry Ford balks at recognition.April 1941: A strike at the River Rouge plant halts operations for 10 days. Henry Ford's wife, Clara, helps persuade him to negotiate with the UAW, and the first contract is signed in June.1945-46: Reuther, now a UAW vice president and head of the GM Department, wants a 30% pay increase to help workers in the aftermath of World War II. He also wants GM to implement the raise without increasing vehicle prices. The company says no, so Reuther demands that it “open its books” to show it can afford both. GM refuses again and offers the equivalent of a 10% raise, with higher prices. The union rejects the offer and on Nov. 21, 1945, begins what will be a 113-day national strike. President Harry Truman appoints a board to make recommendations based on postwar wage-price policy; the panel says GM can boost pay by 19.5 cents an hour, or about 17.5%, without raising prices.Ultimately, the company and union agree on an 18.5 cent-a-hour increase. While this is well below Reuther’s 30%, the negotiations are “extraordinarily significant,” says Harley Shaiken, currently a labor professor at the University of California, Berkeley, because Reuther puts GM on the defensive and “captures the imagination of the public,” setting the stage for more favorable contracts in 1948 and 1950.1946: UAW members elect Reuther to be the fourth president of the union.1948-50: In 1948, GM agrees to increase wages, with future adjustments based on changes in the government’s consumer price index and in national productivity — a deal the New York Times says may set a “pattern for the industry.” A year later, Ford becomes the first U.S. automaker to negotiate a pension plan with the UAW as part of a 30-month contract: $100 a month for each eligible worker. Ford agrees to pay the cost and to administer the plan jointly with the union. Chrysler agrees to the $100 benefit during contract talks but refuses to pay for it until after a strike in 1950 that lasts about 100 days.The Chrysler agreement covers three years; GM and the UAW will later negotiate a five-year pact that includes a pension plan, along with new and improved medical and other benefits. The provisions in what will be known as the Treaty of Detroit do set the tone for industry contracts for the next 30 years.1970: Reuther dies in an airplane crash on May 9, and Leonard Woodcock becomes the fifth UAW president. In September, he leads a strike against GM that lasts for 67 days, stopping production across the automaker’s facilities. The final contract includes higher wages, a plan that allows workers to retire with a pension after 30 years and payment of drug and Medicare costs for retirees. 1977: Douglas Fraser becomes the last of the UAW's founding fathers to serve as president.1979: UAW membership begins to decline after peaking at around 1.5 million in the 1970s.1979-81: Fraser leads negotiations with Chrysler on wage and benefit concessions that — along with loan guarantees from the U.S. government and help from lenders, dealers and suppliers — allow the automaker to avert bankruptcy, “We went to the membership for ratification three times in 13 months, and each contract was worse than the previous one,’’ Fraser said in a 2001 BusinessWeek interview. “We really didn't know if [Chrysler] was going to survive.”Ford and GM also will ask for concessions in the 1980s, as Japanese auto companies take an increasing share of U.S. car sales and the UAW’s focus in contract negotiations shifts to job security. Meanwhile, the UAW organizes a new Volkswagen assembly plant in Westmoreland, Pennsylvania, that produces small cars. (Slowing sales will cause Volkswagen to close the factory in 1988.)1982: Honda Motor Co. opens the first Japanese-owned auto plant in the U.S. to build Accord cars. The UAW reaches an agreement with management that the company will remain neutral on a possible unionization vote at the Marysville, Ohio, factory.1983: Owen Bieber becomes the seventh UAW president and seeks more labor-management cooperation with the Big Three.1985-86: The Canadian branch of the UAW secedes from the parent union in anger over concessions to GM, Ford and Chrysler. The UAW withdraws its National Labor Relations petition for a unionization vote at Honda's Ohio plant.1995: Stephen Yokich, a strike leader whose mother famously pushed his stroller on a picket line when he was 22 months old, becomes the eighth UAW president.1998: As the auto industry becomes increasingly global, and companies seek to better manage parts inventories to contain costs, more than 9,000 workers strike a GM metal-stamping plant and a parts-supply facility in Flint, Michigan. The ripple effect of the more-than-50-day work stoppage eventually halts output across the automaker's North American operations, cutting $1.2 billion from GM’s profits, the company says in reporting third-quarter results.  2002: Ron Gettelfinger is elected the ninth UAW president.2005-11: Turmoil roils the industry: the Great Recession, soaring gasoline prices, car sales near a 30-year low, plant closings, layoffs, bankruptcies and government bailouts at GM and Chrysler, along with a drastic restructuring at Ford. The 2007 contracts create a two-tier wage system that pays new hires about half what more senior employees earn and shifts billions of dollars in retiree health-care obligations from the auto companies to union-run funds. In 2011 negotiations, Bob King, elected the UAW’s 10th president the previous year, says workers must be rewarded for the $7,000 to $30,000 each gave up since 2005 in surrendering raises, bonuses and cost-of-living adjustments, along with other concessions. The final agreements provide signing and additional bonuses, higher hourly pay for entry-level employees and other benefits. GM, Ford and Chrysler (now majority-owned by Fiat SpA) commit to adding jobs and investing in American plants. “We made important gains for our members,” King says after GM workers approve their contract.2014-15: Dennis Williams is elected the 11th president in 2014. In 2015, some rank-and-file members criticize him for accepting a bear hug from Fiat Chrysler Chief Executive Officer Sergio Marchionne at an event to kick off contract talks. Workers overwhelmingly vote down the initial deal Williams signs off on with the automaker — the first such rejection of a national proposal since 1982, according to the Detroit Free Press. Members later approve an agreement that includes greater concessions from the company, including a path to senior-level pay for entry-level workers.2018: Gary Jones becomes the 12th UAW president in June 2018. In August 2019, FBI agents raid his home and the home of Williams, his predecessor, as part of an investigation into corruption involving the union related to illegal use of training-center funds. A UAW spokesman has called the search unwarranted and said the union is cooperating with the investigation. Sept. 16, 2019: Some 46,000 UAW workers strike GM over issues that include health-care benefits, use of temporary workers, the tiered pay scale and investment in American operations. Sources: Bloomberg News, UAW archives, contemporary news reports, Bloomberg Law, Walter P. Reuther Library at Wayne State University\--With assistance from Chester Dawson.To contact the authors of this story: Melinda Grenier in New York at mgrenier1@bloomberg.netEugene Reznik in New York at ereznik5@bloomberg.netTo contact the editor responsible for this story: Craig Trudell at ctrudell1@bloomberg.net, Peter HallFor more articles like this, please visit us at bloomberg.com©2019 Bloomberg L.P.

  • Bloomberg

    GM’s Offer of a Lifeline for Lordstown Had a Catch: Lower Pay

    (Bloomberg) -- When General Motors Co. made a deadline-day offer for a new labor contract to the United Auto Workers last week, it came with a gift. The company was prepared to build batteries in an Ohio town that’s been sweating the prospect that half a century of car-making will come to an end.But there was a catch. GM and an as-yet-unnamed battery supplier for its next-generation electric vehicles would offer wages similar to what the automaker pays non-assembly workers who top out at $17 an hour, according to people familiar with the proposal. Senior-level plant staff make roughly $30 an hour. The shortfall is one of several reasons the union rejected GM and went on strike.For the UAW, who builds electric vehicles and how much they earn is an existential issue. Negotiators are already trying to get a better deal for temporary and less-tenured workers who don’t make the top assembly wage -- part of a tiered-pay system set up to rebuild union ranks in the wake of the recession. If it caves to GM again, the UAW fears it will be chasing wages for a generation.Read more: In Strike at GM, Old Grievances Get Retooled for a New EraThere are also grave concerns with essentially incentivizing GM to plow money into plants making battery cells and packs -- which may require less labor and likely use more non-union sub-assembly components -- at the expense of unionized factories making engines and transmissions for gas-burning autos.Big StakesThe implications are much bigger than just the future of Lordstown, where GM idled a car plant in March, much to the chagrin of President Donald Trump. The project GM has planned is to make batteries for some of the 20 electric models the company has vowed to sell globally by 2023, potentially including the electric trucks that were part of its offer to the UAW. It’s a key component of GM’s transformation and will employ a lot of workers, one of the people said.GM has reason to view its offer as a gift. Right now, GM buys batteries for its Chevrolet Bolt electric car from South Korean supplier LG Chem Ltd. The UAW doesn’t represent those workers.The largest producer of electric vehicles is Tesla Inc., whose Chief Executive Officer Elon Musk has vehemently and publicly opposed the UAW. A Tesla employee who called for forming a union at the company’s assembly plant in 2017 claimed assembly workers there made between $17 and $21 an hour, though they also are compensated with stock options.A union-represented battery plant in Lordstown would position the union for the electric age. But rather than see the offer as a way to add new members for decades to come, the UAW fears spend it will spend that time fighting to restore the level of pay and benefits won over the past 80 years.The battery factory would not be located in GM’s idled Lordstown assembly plant. GM wants to go forward with a plan to sell the facility to a venture overseen by fledgling electric-vehicle maker Workhorse Group Inc.The Union’s WorriesThe UAW already has reservations about electrification. In a white paper published earlier this year, the union estimated 35,000 jobs at engine and transmission plants could be wiped out as electric vehicles become the norm. It’s worried that assembly of electric vehicles, which require fewer parts, will be a drag on jobs.“The production of new EV components could shift business and employment to non-auto companies that lack a large U.S. manufacturing base,” UAW researchers wrote in the white paper. “This could undermine auto job quality by shifting work to employers with no history of manufacturing labor relations or to companies more likely to import components.”There is a similar issue, though much less contentious, at GM’s so-called Poletown plant that straddles the line between the traditionally Polish town of Hamtramck and Detroit. GM also has offered to build new electric vehicles there, which would give the factory life after January, when the company ceases production of the sedans it’s been making. If the union agrees, Hamtramck would make a line of battery-powered pickups and SUVs.Orion PrecedentWhile assemblers in Hamtramck would be covered by GM’s main contract, the company would likely want to include provisions to pay some workers at a lower wage, the people said. The automaker already has a subsidiary called GM Subsystems Manufacturing LLC that makes battery packs in Brownstown, Michigan, and does non-assembly work in other plants, such as handling of parts and materials. Those workers top-out at $17 an hour.The Chevy Bolt plant in Orion, Michigan, has such a deal in place, along with GM’s plant in Lansing making Chevy Camaro muscle cars and Cadillac sedans.For all its concerns, the UAW does see building electric vehicles as a possible lifeline for a union that’s seen membership fall precipitously from its peak in the 1970s.Electric vehicles “could be an opportunity to re-invest in U.S. manufacturing to produce the vehicles of the future under high-road working conditions,” UAW researchers wrote in the white paper. “But this opportunity will be lost if components are imported from other economies or shifted to low-road employers that pay wages below U.S. manufacturing standards.”\--With assistance from Dana Hull.To contact the reporter on this story: David Welch in Southfield at dwelch12@bloomberg.netTo contact the editors responsible for this story: Craig Trudell at ctrudell1@bloomberg.net, Chester DawsonFor more articles like this, please visit us at bloomberg.com©2019 Bloomberg L.P.

  • GM shut down Oshawa facility on Friday as U.S. strike continues
    Yahoo Finance Canada

    GM shut down Oshawa facility on Friday as U.S. strike continues

    General Motors Co. will shut down its Oshawa Assembly Plant on Friday as it faces a parts shortage caused by the prolonged strike by workers in the United States.

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  • MS: Model Y, Pickup Truck to Drive Tesla’s Market Share
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  • Toyota (TM) to Invest $243 Million in Brazilian Facility
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  • Ford’s Former CEO Finds Amazon’s Rivian Deal Risky
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  • General Motors Strike Poses Tax Threat to Michigan
    Bloomberg

    General Motors Strike Poses Tax Threat to Michigan

    (Bloomberg) -- The federal bailout of General Motors Co. helped prevent Michigan from sinking deeper after the recession. Now, the strike by its workers is threatening to exert a drag on the state and its local governments amid the record-long economic recovery.General Motors employees stopped working on Sept. 16 as United Auto Workers union leaders negotiate with the car manufacturer over wages and benefits. If the standoff continues to drag on, Michigan officials anticipate that the state could lose as much as $4.6 million a week in tax revenue, according to Moody’s Investors Service.“The work stoppage poses an outsized economic threat to the state of Michigan as well as local governments in the state such as Detroit that have above-average economic exposure to the automotive giant,” Moody’s analyst Ted Hampton wrote in a report.Michigan is the birthplace of the American automobile industry and remains heavily tethered to it. More than 20% of Michigan wages in 2017 came from manufacturing, including more than 5% from car makers, according to Moody’s. That makes it twice as dependent on manufacturing and the auto industry than the overall U.S.If the strike negatively affects the state’s revenue, the record-long economic expansion has left Michigan with a significant cash cushion to weather it: It had $1 billion in its rainy day fund at the end of June 2018, compared with $2.2 million in 2008, according to Moody’s.The bond market has also brushed off the potential impacts of the strike. Debt sold in Michigan has gained 6.5% this year, more than the 6.3% advance for the broader municipal-bond market, according to Bloomberg Barclays indexes.General Motors’ offer to end the strike includes 5,400 new and retained jobs and $7 billion in U.S. investment during the next four years, the Detroit Free Press reported Thursday. The parties resumed talks Thursday morning following negotiations late Wednesday night.To contact the reporter on this story: Michelle Kaske in New York at mkaske@bloomberg.netTo contact the editors responsible for this story: Elizabeth Campbell at ecampbell14@bloomberg.net, William Selway, Michael B. MaroisFor more articles like this, please visit us at bloomberg.com©2019 Bloomberg L.P.

  • Auto Stock Roundup: General Motors Workers Strike, Winnebago's Newmar Buyout & More
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  • Zacks Market Edge Highlights: General Motors, Ford Motor, Toyota Motor, Ferrari and Tesla
    Zacks

    Zacks Market Edge Highlights: General Motors, Ford Motor, Toyota Motor, Ferrari and Tesla

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  • One Way to Slow Climate Change: Pay CEOs to Protect the Planet
    Bloomberg

    One Way to Slow Climate Change: Pay CEOs to Protect the Planet

    (Bloomberg) -- The executives tasked with introducing Seventh Generation’s line of eco-friendly laundry detergents, dish soaps and cleaners to Southeast Asia faced a dilemma earlier this year. If the Unilever NV unit proceeded with the planned product launch before enough recycled plastic could be found for packaging, it could undercut sustainability goals tied to 20% of employee bonuses. Picking a non-recycled material could cost them all a chunk of money.   “If you don’t have access to recycled resins, then we just won’t launch,” Seventh Generation Chief Executive Officer Joey Bergstein said the company decided at the time. His team eventually found suitable material from the region’s fledgling recycling infrastructure, and Seventh Generation hit store shelves there without lowering standards—or bonuses. The search paid off for Unilever, too, with the same supplies of recycled resins going into the packaging of the European consumer giant’s other brands in Southeast Asia.Most large companies now set sustainability goals, but few impose consequences on employees who fail to meet them. Around 500 corporations worldwide tie executive pay to environmental, social or governance goals, according to data compiled by Bloomberg. Not all of these are related to climate impact—diversity and safety are more prevalent than environment targets among this group.That’s beginning to change. “It’s is coming up more and more, but five years ago this wasn’t part of the conversation,” said Seymour Burchman, a managing director at Semler Brossy, a consultant that advises on compensation plans. With companies creating better data around environmental impact and risks, he said, the case for linking compensation gets stronger. “The board can’t ignore it.”The employers that most often link compensation to environmental impact aren’t crunchy consumer brands like Seventh Generation but gritty miners. Extractive industries need to measure environmental impact to get licenses required to operate in local communities, and Burchman said that incentive pay has been an effective way for miners to improve these results.Cameco Corp. links 40% of annual bonuses to safety, environment and community measures. Vale SA started linking emission reductions to annual bonuses in 2018. Rio Tinto Plc said in April it was considering how to link greenhouse gas cuts to short-term incentive plans. BHP Group—the world's largest miner—said Tuesday it will increase the amount of short-term incentives CEO Andrew Mackenzie has tied to carbon emissions reductions and climate metrics in 2020 from 4% currently. As more companies reckon with their carbon footprints and face pressure to embrace renewable energy, links between climate-related targets and compensation are spreading. General Motors Co. CEO Mary Barra had seven sustainability objectives last year, including reaching 200,000 electric vehicle sales in the U.S. GM’s proxy statement denoted each one with a little green leaf, alongside other traditional financial goals for CEO pay like revenue, dividends and share repurchases. There are other executives at the Detroit automaker with sustainability goals included in their compensation, although a GM spokeswoman didn’t say how far these targets extend down the line.Climate goals for executive pay are more common in Europe, where companies like Novozymes A/S, the Copenhagen-based maker of industrial enzymes, gives each employee his or her own incentives for meeting financial, social and environmental targets. Food and beverage maker Danone SA bases about 10% of CEO Emmanuel Faber’s pay on meeting climate commitments and creating a sustainable supply chain.Sustainability is increasingly creeping into traditional financial incentives for companies — and even their suppliers.  Walmart, for example, has pledged to cut a gigaton of greenhouse gases out of its business by 2030, extending all the way into its supply chain. Earlier this year, in an effort to spur suppliers to do better, Walmart offered better financial terms to anyone who delivered on green goals. Walmart specifically links diversity and culture to 15% of executive incentive pay and 10% of pay for associates, but doesn’t break out environmental goals in its proxy.  In the credit markets, nearly $70 billion of green- and sustainability-linked loans were issued this year, according to data compiled by Bloomberg. The loans let companies lower the cost of their debt if they meet specific sustainability targets. At Seventh Generation, the entire workforce sees pay change along with company-wide sustainability metrics. That puts the unit on the far end of adoption, which makes sense for an environmentally-minded consumer brand. “When you bake it into the incentive system people really feel compelled to go after it,” said Bergstein, the chief executive.Meeting goals on packaging and greenhouse-gas reduction prompted the launch of an ultra concentrated laundry detergent in 2018. The detergent weighs less, which the company claims will cut emissions from shipping by about 70%.Scientists working for Seventh Generation, however, have concluded that 92% of the company’s greenhouse-gas footprint stems from people washing and drying clothes at home—something very difficult for executives to change. Working with manufacturers to design washing machines that are more efficient didn’t seem like it would address that problem fast enough. So the company took an unorthodox approach.Seventh Generation set a target that 100 U.S. cities would need to pledge to shift to clean energy by 2030. If they didn’t, employees would lose out on incentive pay. Bergstein will admit that it sounds crazy: “What kind of control do we have over 100 cities across America to make that kind of commitment?” he said. “But we looked at each other and said if we’re really serious about cleaning up the energy grid, then we’ve got to do something like this.”Seventh Generation spent $1 million on lobbying efforts and worked with the Sierra Club and other groups to sway local officials. It worked — and its 160 employees got to keep their bonuses. “It would have been a lot easier to take that $1 million and spend it elsewhere,” Bergstein said. “But it really keeps your feet to the fire.”This story is part of Covering Climate Now, a global collaboration of more than 250 news outlets to highlight climate change.To contact the author of this story: Emily Chasan in New York at echasan1@bloomberg.netTo contact the editor responsible for this story: Aaron Rutkoff at arutkoff@bloomberg.net, Tim QuinsonFor more articles like this, please visit us at bloomberg.com©2019 Bloomberg L.P.

  • Bloomberg

    Germany is Having an Existential Crisis About Cars

    (Bloomberg Opinion) -- America’s automakers hit rock bottom with the public when their executives went to Washington in 2008 to beg for a bailout — in corporate jets.Now it’s the German car industry’s turn to suffer an image crisis and, as with General Motors Co. and Chrysler a decade ago, it couldn’t be happening at a less auspicious moment. Amid trade wars and plunging China sales, the number of cars rolling off Germany’s production lines has dropped by 12% this year and exports by 14%. European auto sales fell 3% in the first eight months of 2019.(1) With demand expected to remain weak for a couple of years, the German parts supplier Continental AG isn’t ruling out cuts to working hours and jobs.It’s a bad time to be having a public relations crisis too, but that is what’s happening in the country that invented the internal combustion engine. This month’s Frankfurt Motor Show was meant to give Germany’s mighty auto industry a platform to show off its expensive plans to build more electric vehicles.Instead, many international carmakers chose to stay away (some to save money) and Karl-Thomas Neumann, the ex-boss of Opel/Vauxhall, declared the event a “huge fail.” Compounding the misery, Daimler AG’s Mercedes, BMW AG and Volkswagen AG were upstaged by climate protesters who accused them of not doing enough to end their addiction to diesel and gasoline engines.Things had already got off to an ugly start. On the eve of the show four pedestrians were struck and killed by a sport utility vehicle in Berlin, prompting a fierce debate about the “social utility” of these gas-guzzling, tank-like cars. Featuring a picture of a Porsche SUV on its cover this week, Der Spiegel magazine declared a “new object of hate.” I’ve written before about the industry’s dependence on very profitable SUVs and the risk of a backlash.Meanwhile, the organization that one might usually expect to defend the German car giants — the VDA lobby group — was preoccupied with the abrupt resignation of its president, Bernhard Mattes. This fueled speculation that the industry was unhappy about its loss of political influence and increasing stigmatization.The German car industry provides more than 800,000 jobs in the country and it accounts for a big chunk of its manufacturing production and exports. Past governments fought hard to protect their industry crown jewel from troublesome regulations. That’s no longer always the case.First, the Volkswagen diesel emissions scandal made it unwise for politicians to go easy on companies that put profits above public health. And second, Germans have become alarmed by climate change and the industry’s role in that. The average emissions of new vehicles sold(3) climbed for the second year in a row last year, in part because of SUV sales. That’s one reason why Germany is set to miss its 2020 carbon pollution reduction targets. Passenger cars account for about 11% of its greenhouse gas emissions.(2)Stringent European Union emission targets, and massive fines for non-compliance, have been put in place already. A German federal government led by the Greens (not unimaginable given the party’s poll surge) would be tougher still. After the deadly accident in Berlin, there were calls to ban SUVs from cities.The average age of a new car buyer in Germany has climbed to 53, suggesting that the industry may be looking at a difficult future. Yet claims that Germans have fallen out of love with the automobile feel overblown. They still bought about 3.4 million new vehicles last year, pretty decent by historic standards. About 95% of them had a combustion engine. More than one-quarter were SUVs. Nor does the government have any desire to kill its golden goose. Earlier this year officials rejected attempts by campaigners to mandate a speed limit on the autobahn.With this contradiction between the public’s anxiety about climate change and its fondness for big vehicles, it’s not surprising that the government and carmakers are struggling to keep everyone happy. Riding a bike and car-sharing have become a genuine alternative in cities such as Berlin. But for those who still feel they need a car, electric vehicles tend to be more expensive and their driving range can be limited (for now, at least). The climate package the German government is due to announce on Friday will doubtless try to address this by including more incentives for electric vehicles and infrastructure.As the industry wrestles with such epochal challenges, it helps that Germany’s automakers have all recently appointed new bosses. They’re far from united, however, on how aggressively to abandon the combustion engine. Volkswagen is going “all-in” on battery cars (it’s targeting 40% of electric sales by 2030), while BMW is more cautious. The latter thinks hydrogen fuel-cells might have a future, though VW isn’t a fan.Yet even VW plans to use the profit from selling large SUVs such as its three-row “Atlas” to fund investments in green alternatives.At last week’s show in Frankfurt, electric vehicles like the Porsche Taycan and Volkswagen ID3 sat alongside gas-guzzling monsters like the BMW X6 and Mercedes AMG GLE Coupe. With the climate crisis intensifying, the industry’s split personality is getting more incongruous and indefensible by the day.(1) It's not all bad - the German market has actually expanded slightly so far this year.(2) In terms of grams of CO2 per km(3) See hereTo contact the senior editor responsible for Bloomberg Opinion’s editorials: David Shipley at davidshipley@bloomberg.net, .Chris Bryant is a Bloomberg Opinion columnist covering industrial companies. He previously worked for the Financial Times.For more articles like this, please visit us at bloomberg.com/opinion©2019 Bloomberg L.P.