General Motors
0.00188777431761469 %
26.56 %
Yet to be announced
Company Overview
General Motors Company designs, builds, and sells trucks, crossovers, cars, and automobile parts and accessories. The company operates through GM North America, GM International, Cruise, and GM Financial segments. It offers safety and security services for retail and fleet customers, including automatic crash response, emergency services, roadside assistance, crisis assist, stolen vehicle assistance, and turn-by-turn navigation.
Revenue Sources
PassBased on GM's financial statements and business operations, their primary revenue streams come from automotive sales, parts, and related services. These core business activities are halal. The automotive financing division (GM Financial) represents a significant portion of operations, but this is handled through separate analysis in the interest criteria section.
Reliance on Interest
| Reporting Date | Total Revenue | Total Expense | Interest Income | Interest Expense | Interest Income Ratio | Interest Expense Ratio |
|---|---|---|---|---|---|---|
| June 30, 2025 | $47.12b | $45.19b | - | $198.0m | 0.00% | 0.44% |
| March 31, 2025 | $44.02b | $40.82b | - | $152.0m | 0.00% | 0.37% |
| Dec. 31, 2024 | $47.7b | $46.4b | - | $215.0m | 0.00% | 0.46% |
| Sept. 30, 2024 | $48.76b | $45.31b | - | $206.0m | 0.00% | 0.45% |
Looking at the most recent four quarters, GM's interest expenses were consistently significant relative to total expenses. The company maintains substantial debt and relies heavily on interest-based financing both for its operations and through GM Financial, which provides auto loans and leasing services. Interest expenses and interest-based financing are integral to GM's business model.
Operational Ethics
FailGM maintains significant operations in China through various joint ventures with Chinese state-owned enterprises, which indicates material connections to the Chinese Communist Party. The company operates multiple manufacturing facilities in China through these partnerships.
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