Performance and Data > 

Goals and Progress

This table summarizes Ford’s goals, commitments, targets and progress in our material issue areas and other important performance areas. Please see our key performance data and data tables for our complete data reporting and accompanying notes.

Global Mobility

Goal2016 Progress ExamplesStatus

Deliver our Ford Smart Mobility plan, with a focus on emerging opportunities in mobility.

We revealed our vision for the City of Tomorrow and created the City Solutions team to help solve congestion issues and help people move more easily.

We announced an agreement to acquire Chariot, a crowdsourced shuttle service, to drive the growth of Ford’s dynamic shuttle service globally.

Through FordPass, we continued to focus on enhancing the consumer experience and added functionality to the FordPass app and services over the year.

In our markets across the world, we partnered with stakeholders to develop mobility solutions and encouraged innovative tech through a further series of our Innovate Mobility Challenge.

In process

Customers and Products

Goal2016 Progress ExamplesStatus

Improve fuel economy across our global product lineup, consistent with regulatory requirements and addressing climate stabilization.

Offer competitive or “among the leaders” fuel economy for each new or significantly refreshed vehicle.

Our combined car and truck fuel economy declined slightly in 2016, but the fuel economy of cars alone (both domestic and imported) impoved.

We’ve brought our fuel-saving EcoBoost® engine to more than 8 million engines worldwide.

In process

Pursue our electrification strategy.

Our $4.5 billion investment in electrification will see 13 new electric vehicles by 2020, by which time more than 40 percent of our lineup will be electrified.

On track

Continue our lightweighting plans.

We are adopting advanced lightweight materials to help reduce fuel economy wherever practicable.

Our F-Series trucks feature advanced aluminum alloy bodies, allowing us to save weight and deliver even more capability.

We have helped develop a prototype carbon fiber composite subframe that reduces mass by 34 percent compared to stamped steel.

On track

Offer alternative fuel vehicles.

We offer engine packages on a wide range of commercial vehicles specially prepared for conversion to compressed natural gas and liquefied natural gas.

We continue to support the development of next-generation biofuels and to partner on hydrogen fuel cell research.

On track

Continue to develop and implement our sustainable materials strategy – focused on materials that have been obtained by socially sustainable means, that have lower environmental impacts and that provide equivalent or superior performance to existing materials.

We are increasingly using materials that are more sustainable from a total life cycle perspective, including recycled, renewable and recyclable materials, and working to decrease or eliminate undesirable materials.

We have eliminated or reduced substances of concern well ahead of regulatory requirements through our Restricted Substance Management Standard.

On track

Design and manufacture vehicles with safety excellence focused on real-world safety and offer innovative safety and driver assist technologies.

Meet or exceed all regulatory requirements for safety.

Continued to implement:

  • Our Quality Operating System to deliver high-quality, safe and secure vehicles
  • Our stringent internal engineering design guidelines, which exceed regulatory requirements
On track

Provide information and educational programs to assist in promoting safe driving practices.

Ford Driving Skills for Life (Ford DSFL), our free driver education program, reached more than 1 million young people and newly licensed drivers in 35 countries by the close of 2016.

On track

Play a co-leadership role in vehicle safety and driver assist research and innovation.

Continued to collaborate with:

  • Other automotive companies on precompetitive safety projects
  • University partners on a wide range of research projects, including research into advanced safety technologies
On track


Goal2016 Progress ExamplesStatus

Reduce global facility CO2 emissions per vehicle produced by 30 percent between 2010 and 2025.

Achieved 29.6 percent reduction by 2016.

In process

Reduce global facility energy use per vehicle produced by 25 percent between 2011 and 2016.

Achieved greater than 25 percent reduction by 2016.


Having achieved our previous goal two years ahead of schedule, we have set a new, aggressive target: to save an additional 30 percent of water from our manufacturing between 2015 and 2020.

Achieved 4 percent reduction by 2016.

In process

Reduce global waste sent to landfill by 40 percent per vehicle produced between 2011 and 2016.

Achieved 65 percent reduction by 2016.


Human Rights / Supply Chain

Goal2016 Progress ExamplesStatus

Ensure everything we make – or that others make for us – is consistent with local law and our own commitment to protecting human rights, as embodied in our Policy Letter 24, our Code of Human Rights, Basic Working Conditions and Corporate Responsibility.

To determine priority locations for our human rights efforts, we conduct an annual risk analysis. As a result, our list of 22 high-priority countries remained unchanged in 2016.

We also reviewed our internal policies and procedures to ensure they aligned with the fundamental tenets of ethical recruiting.

At the end of 2016, 100 percent of our production Aligned Business Framework (ABF) suppliers had codes of conduct aligned with our Policy Letter 24, and 82 percent had robust systems governing their own operations and those of their supply chain.

On track

Help suppliers build their capacity to manage supply chain sustainability issues.

In 2016, representatives from 161 direct and indirect supplier sites in five countries attended in-country training sessions covering human rights, working conditions, business ethics and the environment.

On track

Assess Tier 1 suppliers for compliance with local laws and Ford’s supply chain sustainability expectations.

Thirty-five initial social responsibility audits (including 31 using the new EICC methodology) and 154 follow-up audits were conducted in 2016.

On track

Engage with our supply chain to understand its carbon and water footprints.

Surveyed 242 production suppliers, as well as indirect suppliers of logistics and information technology services, using the CDP Supply Chain program’s questionnaires; 196 suppliers were also invited to respond to the CDP Water questionnaire, and 140 (71 percent) responded.

In process

Work with selected suppliers to reduce our collective environmental footprint by encouraging target setting and sharing best practices for energy and water use reductions.

Extended over the past two years, our supply chain sustainability initiative Partnership for A Cleaner Environment (PACE) now includes more than 40 strategic suppliers with the potential to impact nearly 1,100 supplier sites in more than 40 countries.

In process

Improve the transparency of mineral sourcing within our supply chain while improving the capacity of conflict-free smelters.

For a second consecutive year, 100 percent of our in-scope suppliers submitted an annual conflict minerals reporting template.


Continue effort to source purchases from veteran-, minority- and women-owned businesses.

Ford purchased goods and services worth $8.8 billion from minority-owned suppliers; $2.4 billion from women-owned businesses; and $1.1 billion from veteran-owned companies.


Health and Safety

Goal2016 Progress ExamplesStatus

Fatalities target is always zero.

Regrettably, in 2016, there were two fatalities among Ford employees – the first for seven years. One occurred in Europe and the other (a non-work-related act of violence) in North America. There was also one fatality among contractors working at our facilities. The circumstances were analyzed in detail and actions were taken to prevent future incidents of a similar nature.

Not achieved

Serious injuries target is zero; overall goal is to attain industry competitive lost-time and drive continuous improvement; specific targets are set annually by business units.

The lost-time case rate stands at 0.39 cases with one or more days away from work per 200,000 hours, compared to 0.43 in 2015.

On track

Maintain or improve employee personal health status through participation in health risk appraisal and health-promotion programs.

We continued to provide programs and services that empower employees to achieve health and well-being. Offerings were tailored to meet individual and local priorities, and resources provided to help individuals make informed choices.

On track