GM’s Chief Sustainability Officer Kristen Siemen Talks Shop

I spoke with Kristen Siemen, General Motors’ chief sustainability officer, as her fellow Michiganders were reeling from another late summer day of violent thunderstorms, extreme summer heat, tornado and hail warnings, school closings, and damaging wind gusts that left 365,000 homes and businesses without power.

In the race against climate change, Siemen feels the pressure for GM to reach its goal to be carbon neutral in its products and operations by 2040, despite lowering its production target for electric vehicles this year to 200,000 to 250,000 vehicles (down from 200,000 to 300,000) and backtracking on its plans to produce a million EVs next year. The 31-year GM veteran started her career as an engineer.

This interview has been edited for length and clarity.

How bad was last night?

I was texting all night and into this morning, checking in on my staff and whether they have power at their homes and whether we’re able to operate our facilities. Unfortunately, these big storms are happening more and more frequently and it’s getting harder for our grid to reliably and consistently provide energy for all of the things we're trying to do. And this isn’t just a U.S. problem.

How worried are you about the idea that there’s a slowdown in EV sales?

There’s no doubt that the acceleration has not happened as quickly as was predicted. But that doesn't mean that the EV segment isn’t growing. It’s still a huge growth opportunity. We've got a lot of products covering a lot of segments that weren't available before, everything from the affordable Equinox EV to full-size trucks with the Silverado and a luxury vehicle with the Cadillac Lyriq. And obviously the supertruck Hummer.

Which new EV model do you think will do the best?

I have two favorites and I've driven them all. I actually was in the Cadillac Lyriq for quite a while, and it’s, by far, the best vehicle I've ever driven, based on performance and luxury features. Just absolutely loved the product.

And then the Equinox EV. To get a family sized SUV that starts at $35,000 and you add in the tax incentives, you're talking under $30,000 for an EV for a family. That’s a game changer, to be able to have something that's affordable. It's a fantastic product with incredible range, great performance, and all the features that you can imagine. These are the things that will really open the doors for people that maybe couldn't or weren't considering an EV in the past.

What else do you worry about?

I worry about the stability of our country's infrastructure, particularly the grid. We need to more reliably and consistently provide energy for all of the things we're trying to do to make the energy transition a reality. And we have a long way to go.

What about a lack of EV charging infrastructure?

If you go on a long road trip and you drive through areas that don't have public EV charging stations, it's a little unnerving. People need to see more charging stations in their daily lives — like we’re used to seeing a gas station on every corner. The more people that can see that EV charging stations are readily available, even though they probably will use one rarely, they just want to know it's there. It gives that sense of comfort that it's available. And charging at home isn’t feasible for everybody, particularly in urban areas. So it's going to be important to see that our customers see more charging infrastructure when they are out and about.

How are you feeling about Plug-In Hybrids (PHEVs)?

As long as consumers have concerns over the charging infrastructure, PHEVs are going to help bridge that gap for customers that either aren't ready or aren't able to make the full transition to an EV. But from a chief sustainability officer’s perspective, the only way we get to zero is by charging with green energy. And so we want that transition to happen as quickly as it possibly can.

What did GM learn from its Bolt experience and what do you expect from the new Bolt due out in late 2025?

The Bolt was a terrific product. And the customer base was extremely passionate, extremely loyal, and probably the highest customer satisfaction score of some vehicles ever, not just at GM. So for the new Bolt, we're going to build on that equity and that passion that we've had and do it as efficiently as possible.

We really needed to transition, and that's what we're doing. The new Bolt EV will be on the new Ultium battery platform, and so it'll be profitable and an affordable EV. We heard a lot from Bolt customers and that passion is certainly something that drives us.

Any advice for all the sustainability executives out here who are having a hard time getting traction within their companies?

When I first got the phone call to take this role, my first question was, why me? You know, I don't have a sustainability background, I’m not sure what I can contribute.

But in reality, knowing the business has been a huge advantage to be able to communicate and understand all the challenges to being a chief sustainability officer. I know how long it takes to put a product into production. I know all of the things that an engineer needs to balance around cost and quality and performance.

So I tell other CSOs to meet [their C-suite colleagues and stakeholders] where they're at. Talk to the CEO about how making the company more sustainable means making the company more resilient and stronger for the future, ensuring that we have a positive impact on the world. Educate the CFO on how all this saves money. When you look at the things we’re doing from an environmental or health and safety standpoint, they're just good for people. It's about doing the right thing. So it doesn't even have to be a debate over climate change, right?

How does that dynamic work within GM?

Saving energy, saving water, those save costs. And there isn't anybody who disagrees with saving costs.

Now, there are some things that we may want to do today, but we just can't justify it. Some of our largest challenges are in our assembly plants, around things like heating and cooling and with our paint ovens. Even if we had the capital, or wanted to allocate the capital, to make those transitions today to electric, it really doesn't make sense in every case, because natural gas is really cheap.

And so we need to focus instead on, how do we make what we do more efficient? How do we use less resources? How do we continue to make our manufacturing processes more efficient and make sure that we're allocating our resources, our capital, our investments in the places that we can make the biggest impact today? And then prepare ourselves for when this transition is more readily available.

What other companies do you admire for their work in sustainability?

One of the things I love about this job is really the collaboration. The CSO space is a very friendly space. We're all trying to work on the same issues, right? It's a very unique situation where you all have the same challenges, regardless of what your company does, and so it's extremely collaborative.

There are a lot of companies just doing incredible work in sustainability. I’ve spent time recently with the CSO of Colgate-Palmolive and one of their big wins this year was developing a recyclable toothpaste tube. What’s really cool about their story is that they made [their IP] available for everyone. We've also had conversations with Nike and Lululemon around materials. It’s a good opportunity for us to come up with solutions together. And we’re working with the tech companies too, Google, Amazon, Microsoft.

Partnering with NGOs has also been helpful, working on everything from how to purchase renewable energy, including virtual power plants, and how you take advantage of all those EVs out there that can help generate power for days like today when so many people have lost power.