Good morning. My name is Chad, and I will be your conference facilitator today. At this time, I would like to welcome everyone to the American Axle & Manufacturing First Quarter 2020 Earnings Conference Call. All lines have been placed on mute to prevent any background noise. After the speakers' remarks, there will be a question-and-answer period. Operator instructions were provided to participants. As a reminder, today's call is being recorded. I would now like to turn the conference call over to Mr. Jason Parsons, Director of Investor Relations. Please go ahead, sir.

Thank you, Chad, and good morning. I would like to welcome everyone who is joining us on AAM's first quarter earnings call. Earlier this morning, we released our first quarter 2020 earnings announcement. You can access this announcement on the Investor Relations page of our website, www.aam.com, and through the PR Newswire services. You can also find supplemental slides for this conference call on the Investors page of our website as well. To listen to a replay of this call, you can dial 1-877-344-7529, replay access code 10141431. This replay will be available beginning at 1 p.m. Eastern Time May 15th. Before we begin, I would like to remind everyone that the matters discussed in this call may contain comments and forward-looking statements subject to risks and uncertainties which cannot be predicted or quantified, and which may cause future activities and results of operations to differ materially from those discussed. For additional information, we ask that you refer to our filings with the Securities and Exchange Commission. Also during this call, we may refer to certain non-GAAP financial measures. Information regarding these non-GAAP measures as well as a reconciliation of these non-GAAP measures to GAAP financial information is available on our website. With that, let me turn things over to AAM's Chairman and CEO, David Dauch.

Thank you, Jason, and good morning, everyone. Thank you for joining us today to discuss AAM's financial results for the first quarter of 2020. Joining me on the call today are: Mike Simonte, AAM's President; and Chris May, AAM's Vice President and Chief Financial Officer. To begin my comments today, I'll review the highlights of our first quarter 2020. Second, we will discuss how the COVID-19 global pandemic is impacting our operations and how we are adjusting our business. We will also discuss our current cash flow breakeven scenario for 2020. And lastly, we will discuss steps we are taking to structurally realign our business to operate profitably and generate significant free cash flow at a reduced level of global light vehicle production as previously planned. After Chris covers the details of our financial results and liquidity status, we will then open up the call for any questions that you all may have. AAM delivered strong operating performance and free cash flow generation in the first quarter of 2020 despite the unfavorable impact of COVID-19 on global light vehicle production. AAM's first quarter 2020 sales were $1.34 billion, compared to $1.72 billion in the first quarter of 2019. The decrease in our revenues on a year-over-year basis reflects primarily two factors. The first relates to the global production shutdowns and reduction in consumer demand due to the COVID-19 pandemic. We estimate that this had an unfavorable impact of approximately $169 million in the first quarter of 2020. In addition, our first quarter of 2019 sales included $182 million related to our U.S. iron casting operations, which was sold in December of 2019 and is therefore no longer part of our sales base starting in 2020. AAM's adjusted EBITDA in the first quarter 2020 was $213.3 million or 15.9% of sales. This is compared to $245 million in the first quarter of 2019 or 14.3% of sales. Our first quarter adjusted EBITDA was down year-over-year because of the estimated impact of the production shutdown related to COVID-19 of $47 million and because the first quarter of 2019 included $18 million related to our U.S. iron casting business. However, on the upside, improved operating performance and lower launch costs in the first quarter of 2020 partially offset decreases and was the main driver of significant year-over-year margin improvement. AAM's adjusted EPS in the first quarter of 2020 was $0.20 per share, compared to $0.36 per share in the first quarter of 2019. AAM estimates that COVID-19 impacted earnings per share by approximately $0.33 per share. Another bright spot during the quarter was our generation of free cash flow. We generated adjusted free cash flow in the first quarter of 2020 of over $83 million, compared to a use of cash of over $188 million in the first quarter of 2019. Our capital spending in the first quarter of 2020 was over $50 million lower than what we spent in the first quarter of last year. We also experienced favorable working capital compared to last year. Chris will provide additional information regarding the details of our financial results in just a few minutes here. As part of our call today, I'd like to directly address the COVID-19 health crisis, how it is impacting AAM, and what we're doing to address the short-term impacts and the long-term implications on our business. On Slide 4 of the presentation deck, you can see some of the issues AAM and the global automotive industry have been dealing with amidst the coronavirus crisis and actions we have taken to support our associates, while flexing our cost structure and preserving cash. Starting in China in January and February, and then in Europe and North America in March, governmental actions related to production shutdowns have severely impacted operations. We're currently planning for customer production to begin to ramp up in Europe and then North America in the mid-May time period and continue to increase production slowly throughout the month of June. As we ramped up production in China and look to restart operations in Europe and North America, we are laser focused on taking the necessary steps within our facilities to safeguard our associates, while supporting our customers' planned and staggered restart of production operations. As far as the actions AAM has taken to mitigate COVID-19 and the impact on our business, we established a cross-functional COVID-19 task force that reports directly to me and meets daily to track our global company-wide issues and report on developments. Second, we published our own AAM Powering Up comprehensive guide on COVID-19 workplace safety and facility readiness. This is a benchmark and a guide that we've worked on with OEMs, select Tier 1 peers and industry associations that included input from the Centers for Disease Control as well as the World Health Organization. From a cost perspective, we're flexing all of our variable costs including direct material, hourly wages, variable overhead and semi-variable costs such as utilities. We've also implemented pay reductions across our salaried workforce, starting with our Board of Directors at 40%, 30% reduction for executive officers, and 20% for the rest of our salaried workforce. These reductions will mostly be enacted throughout the remainder of 2020. We have analyzed all discretionary spending and corporate overhead costs for opportunities to delay or reduce expected expenditures. We currently have identified approximately $60 million in salaried and other overhead cost reductions to be achieved in 2020. We reduced our capital spending forecast for the year from $325 million to $250 million based on our current assessment of the market and customer launch schedule. And lastly, we recently announced an amendment to our credit agreement, which provides AAM additional financial flexibility as we adjust our business for the impact of COVID-19 on current and future global light vehicle production. Needless to say, it has been a very difficult challenging time for everyone. Reacting to the crisis has required swift and decisive actions that require a level of sacrifice from each associate. We very much appreciate our global AAM associates who have demonstrated tremendous teamwork and contributed to our prompt and appropriate response. Due to the level of uncertainty associated with COVID-19, we withdrew our 2020 financial guidance on March 25th. Clearly, the level of uncertainty continues to remain high including country and state executive orders, customer planned restart dates and global and domestic production volumes and ultimately end consumer demand. As a result, we are not issuing revised 2020 financial targets at this time. However, we are offering a view of our free cash flow breakeven scenario for the year. We estimate that we can be breakeven from the adjusted free cash flow perspective in a scenario in which 2020 full year sales are 25% to 30% lower than our initial expectations for the year. This is very consistent with our previous cash breakeven disclosures. Assuming we are adjusted free cash flow breakeven for 2020, our total liquidity at the end of the year would be well over $1 billion, which meets our target liquidity level. This analysis factors in the cost and capital spending reductions I mentioned earlier. Again, with the significant uncertainty that exists today, it is difficult to gauge how reasonable this scenario is and how likely it is that we will experience levels above or below this scenario. But I still believe it represents a solid baseline to use and reflect up and down from — and the confirmation of previous assertions we have made. As we look to the future, it is important that we not only plan for the eventual ramp up of global vehicle production, but that we look at what the new normal will look like as it relates to health and safety, manufacturing and consumer demand. We're not only focused on being resilient through this temporary crisis, but on how we position our business going forward to be profitable and generate strong cash flow in a lower production environment. The actions that we are taking aim to restructure our business and maintain our industry-leading profitability at approximately a 14 million unit North American production level. We are reassessing and realigning global capacity to support updated light vehicle demand, and we are targeting facility and supply base consolidation and capacity optimization. We're analyzing our current overhead costs and identifying opportunities to right size this cost structure to an adjusted expectation of light vehicle demand. And we're actively planning to reduce capital expenditures to 5% of sales or below for the next several years. In every crisis, there's an opportunity and we are taking this opportunity to position our company for future success as we make our way out of this very difficult time. Before I transition to Chris, I'd like to discuss some positive developments as they relate to our electric drive technology. First, AAM's technology was recently recognized with two — and I mention that again, two — Automotive News PACE awards, which serve as an industry benchmark for innovation. AAM won both the innovation award and the partnership award for our front and rear electric drive units featured on the fully electric Jaguar I-PACE. We're honored to be recognized for AAM's market-leading electric driveline technology, and for our ability to effectively collaborate with our customer in this case Jaguar Land Rover to deliver best-in-class vehicle integration, software, and controls along with peer NVH performance. These awards further validate AAM's position as a global leader in electric propulsion technology. We're also happy to announce another new business win as it relates to our electric drive technology. Recently, we were awarded another new electric driveline program in China. This one was a brand new customer. Like our last awards, this program will support a value brand, front-wheel drive, battery electric vehicle in the local Chinese market. This is our second E-Drive win in China, and we are clearly gaining momentum in this growth part of the market. We see many opportunities to grow our share of the new energy vehicle market in China and believe our technology leadership and growing customer relationships strongly position AAM for future profitable growth. It's important to note that while we are realigning our business to the new market demand and tightly managing our cost structure, we remain steadfast in our plan to invest in our future. We continue to seek profitable growth through organic new business opportunities, we will continue to support booked customer business and important customer launches, and we will continue to invest in the next generation of electric drive and alternative propulsion solutions. And with that, let me now turn the call over to our Vice President and Chief Financial Officer, Chris May. Chris?

Thank you, David, and good morning everyone. I will cover the financial details of our first quarter 2020 results with you today. I will also refer to the earnings slide deck as part of my prepared comments. So let's go ahead and get started with sales. In the first quarter of 2020, AAM sales were $1.34 billion, compared to $1.72 billion in the first quarter of 2019. Slide 7 shows a walk down from first quarter 2019 sales to first quarter 2020 sales. First, we backed down our first quarter 2019 sales by $182 million to reflect the sale of the U.S. casting business unit that was completed in December of 2019. We estimated the impact of the COVID-19-related production shutdowns across the globe in the first quarter of 2020 was $269 million, certainly having an unexpected and significant impact on our quarterly results. Excluding the impact of COVID-19, we did see a benefit of other volume and mix of approximately $18 million. We also continued to see the trend of lower year-over-year metal market prices and foreign currency in the first quarter of 2020, resulting in a decrease in sales of $42 million. Now, let's move on to profitability. Gross profit was $195.3 million or 14.5% of sales in the first quarter of 2020. This compares to $222.2 million or 12.9% in the first quarter of 2019. Adjusted EBITDA was $213.3 million in the first quarter of 2020 or 15.9% of sales, as compared to $245 million in the first quarter of 2019 or 14.3% of sales. This represents a 160 basis point increase in margin on a year-over-year basis despite the unfavorable COVID-19 impact. This increase in EBITDA margin is mainly driven by improved operating performance, productivity and lower launch costs along with the sale of our lower margin U.S. casting business. You can see a year-over-year walk down of adjusted EBITDA on Slide 8 for more details. Our first step in our EBITDA walk is similar to sales: we backed up the first quarter of 2019 casting EBITDA to provide comparable figures after the sale of our U.S. casting business. The impact of COVID-19 with lower production related to governmental stay-at-home orders and production shutdowns impacted adjusted EBITDA by an estimated $47 million, representing a detrimental margin of about 28%. We did see a benefit from other volume and mix with mix being a positive factor in the first quarter of 2020. And operating performance, lower launch costs and productivity drove year-over-year improvement of $21 million in the first quarter of 2020 compared to 2019. We spoke at the beginning of the year about these factors being positive catalysts for AAM in 2020, and we certainly saw the benefits from the first quarter before we became significantly impacted by the COVID-19 disruption. We expect these and other factors to continue to positively contribute once our operations get back and running over the next couple of months. We also recorded a non-cash goodwill accounting impairment charge in the first quarter of 2020 of $510 million. While typically part of an annual process, the production disruption from the COVID-19 pandemic and related potential impacts it will have on our future demand represented an indicator to test goodwill for impairment. This result was driven primarily by lower projected global production volumes and changes to market-related inputs such as increased discount rates as compared to our last assessment. Let me now cover G&A, interest and taxes. SG&A expense including R&D in the first quarter of 2020 was $90.3 million or 6.7% of sales. This compared to $119.7 million in the first quarter of 2019 or 5.3% of sales. AAM's R&D spending in the first quarter of 2020 was $36.6 million compared to $34.3 million in the first quarter of 2019. We would expect to see SG&A decrease in the second quarter compared to the first quarter as wage reductions and other cost savings actions take hold. Net interest expense was $48.7 million in the first quarter of 2020, compared to $52.7 million in the first quarter of 2019, reflecting the favorable impact of lower overall year-over-year debt balances. In the first quarter of 2020, we recorded a tax benefit of $3.3 million. This includes a $7.5 million benefit related to our ability to carry back losses from prior years under the CARES Act. This one-time gain has been excluded from our calculation of adjusted EPS. While we may experience some volatile quarterly tax rates during 2020, we continue to expect our adjusted effective income tax rate for the full year to be in the approximately 20% range. Taking all these sales and cost changes into account, our GAAP net loss was $501.3 million in the first quarter of 2020 compared to net income of $41.6 million for the first quarter of 2019. Adjusted EPS for the first quarter of 2020 was $0.20 per share versus $0.36 per share in the first quarter of 2019. We estimate that the lower production related to COVID-19 unfavorably impacted our adjusted EPS by $0.33. Let's now move onto cash flow and the balance sheet. We define free cash flow to be net cash provided by operating activities plus proceeds from the sale of property, plant and equipment less capital expenditures. AAM defines adjusted free cash flow to be free cash flow excluding the impact of cash payments for restructuring and acquisition-related costs. Net cash provided by operating activities for the first quarter of 2020 was $139.4 million. Capital expenditures, net of proceeds from the sale of property, plant and equipment for the first quarter of 2020 were $69.2 million. Cash payments for restructuring and acquisition-related activity for the first quarter of 2020 were $13.1 million. We expect restructuring and acquisition-related payments to be between $55 million to $70 million for the full year 2020, up from our initial estimates at the beginning of the year due to additional restructuring actions that we're taking and plan to take in response to the expected impacts of the COVID-19 pandemic on future global light vehicle production and consumer demand. Reflecting the impact of this activity, AAM generated adjusted free cash flow of $83.3 million in the first quarter of 2020. This is a significant improvement from the first quarter of 2019, where we saw adjusted free cash flow outflow of $188 million. We benefited from cutting capital spending that was nearly cut in half in the first quarter of 2020 compared to last year and working capital improvements. From a debt leverage perspective, we ended the quarter with a net debt to LTM adjusted EBITDA or net leverage ratio of 3.3 times at the end of March. This calculation takes our total debt minus our available cash balances divided by the last 12 months of adjusted EBITDA. While we lowered our net debt levels as a result of the free cash flow we generated in the first quarter, the impact of COVID-19 on our adjusted EBITDA resulted in a slight increase of this ratio from the end of 2019. On Slide 10, we have our debt maturity schedule. In the first quarter, we redeemed $100 million of our 2022 notes. In addition, on April 28th, we amended our credit agreement to, among other things, revise our financial maintenance covenants to provide additional financial flexibility as we navigate the uncertainty that exists in our business today. We do not have any significant debt maturities until October of 2022. We ended March 31, 2020 with $683 million of cash on hand including $200 million of proceeds we drew down on our revolver. Since the end of the quarter, we drew an additional $150 million on our revolver to hold cash on hand. On Slide 11, we highlighted a few important notes regarding the second quarter of 2020. While we are already through one month of the quarter, significant uncertainty remains related to the resumption of production in the automotive industry in key regions, including the pace and effectiveness of these restarts by our customers and the entire supply chain. We are currently expecting production to begin ramp up in Europe and North America in mid-May in a phased approach and continue to increase production throughout the month of June. Given the uncertainty, we're including in our planning that there will be some startup inefficiency costs as we resume production. We currently estimate these startup inefficiencies to be approximately $40 million in 2020. However, we should more than offset these costs with AAM's additional cost reduction actions. Despite the challenges we are facing, we expect to end the second quarter with over $1.2 billion in liquidity. While we're not providing any financial targets for the full year 2020, David will provide you with some information on our free cash flow breakeven scenario for the year. On Slide 12, we have included two walks to show you some puts and takes that get us from our initial 2020 financial targets to the cash flow breakeven scenario David discussed. The table on the left starts with the midpoint of our initial adjusted EBITDA target for 2020 and moves to the midpoint of our adjusted EBITDA, where we expect based on the assumption that our revenue is down 25% to 30% from our initial 2020 assumptions. We have accounted not only for the assumed significant reduction in production volumes for our target but also the startup inefficiency expenses and expected cost savings as well. We're diligently working to minimize those startup inefficiencies but believe it prudent to include them for planning purposes. Most importantly, we're very focused on our cost savings initiatives that will benefit AAM in 2020 and beyond. Our areas of cost savings focus are temporary wage adjustments that began in the second quarter, adjusting staffing levels to a lower run rate of production on top of variable cost structure reductions, fixed cost reductions in our facilities including utilities, indirect labor and other elements of overhead, and even more cost-effective ways to conduct business by leveraging technologies to support back office demand, reduce travel, and so on. Beyond the revised adjusted EBITDA amount, we reduced capital spending down to $250 million, expected interest payments of $205 million, and tax payments of approximately $15 million, which is about $40 million lower than our initial expectations at the beginning of the year. We expect inventory reductions and other working capital items to be a positive $40 million, resulting in an estimated adjusted free cash flow of approximately breakeven. The walk on the right takes a slightly different approach which demonstrates the same conclusion and actions we're taking. This walks from our initial free cash flow target to cash breakeven level. This slide shows all of the cash preservation levers AAM is managing to offset the implications of COVID-19 and new market demands. We've talked about our downside protection playbook and the actions we would take in different scenarios based on the breadth and duration of the expected industry downs. The playbook is now in full effect. We're focused on both the short-term and long-term implications of light vehicle demand and adjusting our business to be positioned for financial success with lower production volumes. We're taking decisive actions, while ensuring our ability to support future customer scheduled important program launches and future profitable growth. Before we move on to Q&A, let me end with a few summary points, as I look at the challenges and opportunities AAM will face in the near-term and the longer-term. AAM has significant liquidity with cash on hand and revolver availability to handle the short-term production shutdowns caused by COVID-19. As in all difficult times, AAM is benefiting from our experienced management team, variable cost structure, and established playbook for declines in production. AAM will work with customers, our supply base and other stakeholders to ramp up production in a safe and healthy way for associates and will continue to support critical customer launches with important capital and R&D investments. We expect to exit this temporary business disruption as a leaner, stronger company by upsizing existing restructuring plans and taking actions that have the opportunity to benefit us for years to come. AAM is focused on positioning our business to be profitable and generate significant free cash flow in a 14 million unit North American production (U.S. SAAR) environment following the near-term COVID impacts. And if that environment changes, we will adjust accordingly. Thank you for your time and participation on the call today. I'm going to stop here and turn the call back over to Jason so we can start the Q&A. Jason.

Thank you, Chris and thank you, David. We have reserved some time to take questions. I would ask that you limit your questions to no more than two. So at this time, I'll turn it over to Chad to proceed with any questions you may have.

Thank you. Operator instructions were provided. Our first question will come from John Murphy with Bank of America. Please go ahead.

First question around the balance sheet: it seems that you've got this situation really in a headlock to put it bluntly and have done a really good job here in reacting quickly. I'm just curious on the balance sheet, though, if there were any openings or windows to opportunistically raise capital at reasonable costs, would you consider that? Or do you think you're really just in very good shape here and don't even entertain that kind of idea? And then second question on the restart: there's obviously a lot of focus by the automakers in producing the most profitable highest mix vehicles, as they restart to really get things going here. I'm just curious, as you look at this, particularly around GM and the North American market, if you can sort of remind us of sort of range of content per vehicle, high and low, maybe you would have on pickups, SUVs and crossovers, because there's going to be a real significant difference in richer mixes as a restart happens here and it seems like it's probably going to be an opportunity that might be underappreciated by a lot of folks?

Look, John, this is Chris. First, I will tell you from a liquidity perspective, I think we're in very good shape, but we're constantly looking at our maturity table, our continued access to liquidity, and if there was an opportunity, we'll certainly consider it.

John, this is David. As far as content per vehicle, full-size truck ranges anywhere between about $1,700 on average up to maybe around $2,500. On the crossover vehicle side of things, it's in that $1,200 to $1,300 range. So your comments are spot on in regards to, as the OEMs prioritize the full-size truck or crossover vehicles for their own profitability, that should benefit American Axle as we go forward. We have been positioned very favorably in the marketplace with those segments. Those segments have continued to grow over the years where it was over 70% and more recently, over 76% of the overall market sales. That sweet spot of trucks and SUVs benefits us. Our number one priority with the restart is really focused on the health and safety of our associates and implementing all the safety and new manufacturing protocols that need to be put into place. We think we're very well prepared for that. At the same time, we published our own Powering Up guidelines, which clearly articulate and communicate that to our workforce with respect to those new safety guidelines. So that's the priority for us. But at the same time, like you said, we will benefit from the richer mix.

The next question will be from Rod Lache with Wolfe Research. Please go ahead.

So, it looks like your speaking EBITDA would be around $465 million on roughly $1.5 billion revenue decline in this hypothetical scenario, so about a 32% decremental. We're just hoping, first of all, you could address: if you get some of that back, would the incremental margins be kind of linear to what you're seeing? So, in other words, it certainly feels like full-size truck comes back faster and stronger than the rest of the market. But if you wanted to calibrate and think about $1.1 billion coming back or $1.2 billion or whatever, would we apply similar 32% incremental margin to that? And can you just clarify two things? One is the volume mix benefit on EBITDA of $17 million on $18 million top line impact. Typically, you'd see something like that if there was some kind of pricing adjustment with such a high flow through. Was that the case? Or is that something else? And then lastly, obviously Mexico is still a major concern for many suppliers and what the policies there will be. What's your latest thinking there just given your base of operations there?

Rod, this is Chris. The scenario here we're using the midpoint of our previous sales guidance around $5.9 billion. So, it's a little more closer to $1.6 billion in terms of sales decline in this analysis, but generally speaking, yes, you would see this flex up and down in similar ranges.

Can you just clarify two things? One is the volume mix in pricing benefit on EBITDA of $17 million on $18 million top line impact. Typically, you'd see something like that if there was some kind of pricing adjustment with such a high flow through. Was that the case? Or is that something else?

Yes, Rod, I'll answer the first part of that question as it relates to other volume, mix and pricing. It is not related to pricing, as you've indicated. It's truly actually a mix element where we saw some higher volumes in some of our higher contribution margin products, and we saw some larger declines in some of our lower contribution margin products. So it happened to work in a favorable way this quarter, and that mix benefit shows up.

Rod, this is David. With respect to Mexico, clearly the current executive order there runs until the end of May. That's probably our remaining concern now that Michigan has allowed folks to come back to work starting as early as next week. Clearly, the OEMs, the trade associations and the supply base are all working with the government in Mexico, and we're hopeful that they will align with the mid-May restart period. It's very critical that that happens in order to protect the value chain and continuity of supply going forward for the whole industry.

That is a working assumption — do you believe that that is something that is likely to happen or is it still uncertain?

It's still uncertain, but we're very hopeful.

The next question will be from Ryan Brinkman with JP Morgan. Please go ahead.

Firstly, just relative to the outlook for liquidity of over $1.2 billion on June 30th versus $1.46 billion on March 31st. Can we assume that total change in liquidity of less than $260 million is tantamount to be expected for the cash flow during the quarter? Or are there other items in financing cash flow or otherwise that impact liquidity, et cetera that don't allow us to make that assumption? And are you able to sort of bucket out that less than $260 million change in cash or liquidity by maybe working capital versus CapEx impact, et cetera? And secondly, could you speak to how you contained the decremental margin as well as you did in 1Q? And then, as we think about decrementals, how can we think about them tracking as the year progresses? By what quarter do you expect to get $60 million additional run-rate savings implemented? Is it fair to say that 2Q decrementals will be harshest this year given the largest degree of your decline in production and you may not have quite the full $60 million run rate in there? Any guidance you can give us in terms of how the decremental will track?

This is Chris. Yes, that's predominantly change in cash through the course of the second quarter. We would expect a significant decline in operational cash with reduced sales. There will be a small working capital benefit at the tail end of Q1; we were free cash flow positive in Q1. We would have been free cash flow positive in Q1 even pre-COVID given timing. You'll see us consume some working capital in the back end of Q2 and the early part of Q3 as operations come back up, but there's no other major items other than the main two inputs into that movement of liquidity: operational cash flow and capital spending. Regarding the decremental question: the 20% decremental we experienced on the COVID impact in Q1 was actually a broad company average. As some facilities shut down near zero production, we were able to eliminate some semi-fixed and fixed costs associated with the tailwind, which allowed us to minimize some of the drag. I would expect similar or a little bit higher impact in the second quarter because of the magnitude of the decline from last year to this year. As for the $60 million of run-rate savings, we are implementing actions across payroll and overhead that will begin to take effect in Q2 and ramp through the rest of the year. Some of those actions will take a little time to fully realize in cash, so you should expect a phased realization.

Finally, just a housekeeping item: what is the cash cost of the $60 million restructuring savings? Or just said differently, what kind of non-adjusted free cash flow could we expect in a breakeven adjusted FCF scenario this year given any restructuring or other backed out items?

Yes, we have restructuring items here in the $55 million to $70 million range and the piece associated with that $60 million of run-rate savings. Think of it kind of in line with the delta to where we previously were. At the beginning of the year, we were expecting restructuring cash payments in the $35 to $40 million range; this has increased given additional actions we're taking to rightsize the business.

The next question will be from Dan Levy with Credit Suisse. Please go ahead.

I wanted to just start with the CapEx reduction of $75 million. How much of that is your own discretionary action in trying to cut CapEx versus simply a function of launches getting delayed? And how should we view the lower CapEx sustainable beyond this year? And then my second question: your primary exposure is North American truck and I recognize you're diversifying your exposure, but we are in an environment of cheaper gas and softened fuel efficiency regulations. So this arguably provides some ability to take your foot off the pedal and spend on advanced tech. So how are you looking at the tech spend here? And are you planning to structurally slow down tech spend given your core exposures are still North America and truck?

Dan, the efforts to reduce CapEx were largely driven by AAM's internal initiatives, but obviously, we retimed some of our spending based on the retiming of our customer programs and launches. Regarding sustainability beyond this year, we've been targeting CapEx roughly at 5% of sales or less and we're confident we can hold those numbers for several years going forward. On technology spend, first and foremost, we're going to protect the core business and continue to invest in our core capabilities. At the same time, as part of our cost reduction activity, we have not cut all of our R&D spending and commitments to electrification. We've realigned how we spend product engineering dollars without jeopardizing what we're doing for advanced and alternative propulsion technology. We're taking cost savings actions outside of engineering as well, but we remain committed to investing in the future technology that will drive long-term growth.

The next question will be from Itay Michaeli with Citi. Please go ahead.

I just had a couple of follow ups. First to make sure I'm clear on working capital, Chris: with the analysis you've laid out, would we expect directionally the second half of the year working capital to then be a source of cash? And maybe for David: how should we think about some of the CapEx cuts beyond 2020? How you're pursuing new business and any changes there in terms of what the Company is looking to pursue, and just the overall quoting environment through this crisis — how that is looking?

Yes. If you see the back half of the year, particularly the fourth quarter where we typically have a working capital benefit, I would still expect that to happen. You'll see us face challenges in the first half of the year, then it flips to use in the back half of Q2 and early part of Q3 as operations come back up, and then revert back to a working capital source by late year. It's the nature of the downtime and restart of sales.

Itay, with global volumes changing and regional volume shifts, there's going to be excess capacity in some of our facilities. We're working to consolidate those facilities to drive greater utilization. That will free up capacity to go after new business. So we're not changing the organic opportunities that are in our market basket at this time; if anything, we think we can potentially capitalize on them more as we optimize capacity. In other cases, senior management may decide to trim pursuit of some opportunities in light of the current environment. But overall, we feel confident we can execute our plan at the reduced CapEx spending levels we've identified.

Our next question will come from Brian Johnson with Barclays. Please go ahead.

I just want to get a sense from Mike: you've been through this before in '08, '09, and I'm going to take as a given that Three Rivers and Silao know how to manage through it. But what are you seeing vis-a-vis the acquired Metaldyne plants since you're close to the frontlines? How have those been faring as they start? Are there opportunities? Could you maybe elaborate on some opportunities to consolidate back? I think just in general, we feel more comfortable with your ability to re-ramp legacy Axle, but we've seen some issues with the acquired properties over the last couple years.

I think you've made a good point. We do have our team assembled almost entirely from the last time around, and we're flexing the same muscles that we flexed before in terms of cost structure adjustments and quick responses to this type of environment. We were hoping we wouldn't have to do that, but quite frankly, here we are again. Relative to the Metaldyne facilities, we've owned these facilities for a period of time. As far as we're concerned, we don't really see any difference between these operations and others. The one area that is different is the size of some of these operations. As David mentioned, in looking at our capacity footprint and ways to reduce cash and improve efficiency, we are consolidating some of these operations, and we're finding opportunities to consolidate into slightly larger operations that can be more efficient and make us more cost competitive. We're seeing that show up favorably in our quoting activities. We don't have to increase our CapEx to add incremental business in components such as balance shafts, for example. This is an area for us to capitalize on. So I hear you in terms of some of the launch challenges we had a year or two ago, but our point of view is we've got very close control over how these operations are going to restart and very close control over restructuring every one of these operations.

And just as a follow-up: can you remind us what the acquisition brought in terms of the European footprint and how that's faring through the shutdown over there and gradual restart?

The European footprint brought us two core businesses. One was a European forging footprint, the former Zell business which is now operated by us in Germany and the Czech Republic. While sales are down reflecting the OEM marketplace, that business is being restructured and improved very nicely by our team, and that business is strong in some areas and will be ready to fire up very soon. The other business we acquired in Europe was in our powertrain businesses, now part of our driveline business. This includes vibration control systems. This business is levered to small engines and is positioned for hybrid engines and small-displacement engines, so there's still growth potential. We operate that business across four facilities and are looking for some consolidation there as well.

The next question comes from James Picariello with KeyBanc Capital Markets. Please go ahead.

Really appreciate the breakeven free cash flow analysis. Just on the implied decrementals at 30% in a down revenue scenario, the question is: in a down revenue scenario beyond the 25% to 30% range you're using, how would the decremental performance change, if at all? Could you theoretically find additional cost savings at that point and sustain a similar level of conversion? Any color there would be helpful. And then on the $250 million in CapEx within that scenario, does that establish the minimum level you'd be willing to go down for this year?

As it relates to contribution margin decrements, if you decline further, you would obviously experience similar rates, but if duration were extended, you would likely take additional holistic restructuring actions that could recover some margin loss. If you look at the playbook on the slide, you'll see how we stepped down and the actions we've taken today, especially from a footprint standpoint and additional fixed cost elements that could be adjusted further. On CapEx, $250 million is the level we're working to right now as a near-term target, but we will adjust with the market as needed.

In respect to your question on CapEx, $250 million is a level we believe is appropriate at this time, recognizing we have booked and committed programs that we need to support and launch for customers.

The next question will come from Joseph Spak with RBC Capital Markets. Please go ahead.

I wanted to quickly go back to Ryan's question just to clarify. So of the roughly $260 million lower change in liquidity in the quarter, based on your other CapEx commentary, it sounds like maybe that's $50 million or so of it. And it sounds like you're planning net for some working capital use over the quarter. So sort of mid- to high hundreds of EBITDA, the right way to think about that for all those factors? And then a follow-up on the playbook: how do you go about executing this playbook and has this experience caused you to rethink whether you should be more aggressive with some of the actions you can take in the more dire scenario even preventatively?

Last couple of years Q1 has been seasonally outflowing for us. This quarter we had favorable timing on working capital and reduced CapEx, which led to positive free cash flow. Regarding the playbook, we are being very aggressive and are implementing the downside protection playbook across all areas. You can expect activity in all boxes on the slide. We are realigning and restructuring our business from a 16.5 million unit North American SAAR view to a 14 million unit SAAR run-rate expectation and planning accordingly knowing this year the full SAAR may be around 12 million. We are taking decisive actions to protect liquidity and position the company stronger going forward.

Your last question comes from Armintas Sinkevicius with Morgan Stanley. Please go ahead.

You mentioned positive free cash flow in the first quarter, even pre-COVID. Can you talk about the drivers of that positive free cash flow? Usually first quarter is seasonally soft, so what was different here? And then on China: the E-Drive award is impressive. What are you seeing out of China operationally and from a conversations standpoint — is new business starting to pick up now as well?

Armintas, last couple of years Q1 was seasonally an outflow, but a couple years prior it was positive. Timing of working capital and CapEx contributed to the positive free cash flow in Q1. Regarding China, we are seeing China ramping up and getting very close to pre-COVID production levels. April was a growth month for them, and we expect continued improvement. On new business, we do expect more opportunities as the government continues to promote new energy vehicles and incentives that stimulate demand. We believe there will be additional sourcing opportunities and we expect to get our fair share.

And we thank all of you who have participated on this call. I appreciate your interest in AAM. We certainly look forward to talking with you in the future.

The conference has now concluded. Thank you for attending today's presentation. You may now disconnect.