Diversity and Inclusion in the Workplace

At Ford, we have made diversity and inclusion a priority of our Company. We believe that building and supporting a culture of respect is a business imperative that enables all of our employees to do their best work. Diversity and inclusion play a key role in creating an effective, collaborative culture and help us work as a unified team to most effectively improve our business.

Ford values the skills, strengths and perspectives of our talented and diverse team. Our customers are located around the world, and we believe our diversity will help us achieve global automotive leadership, enabling the Company to be more innovative and focused on individuals in the workplace and marketplace.

Ford Motor Company has a history of diversity and inclusiveness, dating back to its early days when Henry Ford was among the first to establish a company with employees who represented the communities it served.

Our definition of diversity includes all those things that make each of us unique individuals. Our backgrounds, opinions, experiences, perspectives and life situations are just some of the distinctions we bring to the global workplace.

At Ford, diversity is:

• Respect – for our employees, customers, communities, dealers, suppliers and retirees
• Appreciation – of our differences
• Inclusion – of every person and every perspective
• Integrity – to do the right thing, always

We integrate our diversity strategy into our business based on five focus areas: leading the way, supporting our diverse workforce, fostering a respectful and inclusive environment, work/life flexibility and strengthening our external partnerships. Examples of our efforts in these focus areas include the following.

• Ford currently supports 11 Employee Resource Groups that help foster diversity and inclusion. These include groups for African-American, Hispanic, Asian-Indian, Chinese and Middle Eastern employees; veteran and active military employees; employees dealing with disabilities; female professionals; working parents; gay, lesbian, bisexual and transgendered employees; and employees of multiple religious faiths. In addition to supporting our employees, these Resource Groups organize community volunteer activities and provide us with an opportunity to better understand the consumer needs and wants of individuals of diverse backgrounds. Though these groups are based in the United States, many have chapters around the world.
• The executive leadership team, led by our CEO, champions diversity and inclusion at Ford. To work together effectively across the global enterprise, the leadership team ensures that diversity and inclusion perspectives are integrated into business objectives and key human resources processes.
• Ford's commitment to diversity and inclusion is also communicated in ongoing forums, such as town hall meetings and newsletters. As a part of these efforts, we have held a Diversity & Inclusion Summit each year since 1999. The goals of the Summit are to share information and best practices and promote dialogue around diversity, inclusion and worklife; celebrate successes; and recognize employees who have contributed to the Company's success in building a diverse and inclusive culture that drives business results. At the 2008 Summit, Ford affiliates in Europe, Asia Pacific, Africa, South America, Mexico, Canada and the United States were recognized for their efforts in leading and cultivating a diverse and inclusive workplace and community.

Ford has longstanding policies clearly stating that harassment in the work environment because of race, religion, color, age, sex, national origin, disability, sexual orientation or veteran status is a violation of the spirit and intent of the Company's nondiscrimination policies and commitment to zero tolerance to this type of behavior. These policies apply to all individuals, including part-time, supplemental and agency employees. Ford understands its responsibility to foster a respectful work environment free of harassment or discrimination at all levels of the organization. We take this responsibility extremely seriously and thoroughly investigate any claim of violation(s).

Our collective bargaining agreements address this issue and allow union-represented employees the right to use the grievance process. Ford's Code of Basic Working Conditions, as well as several global Policies and Directives, directly address the issue of respect and inclusion. These include:

• Local Equal Employment Opportunity Policy Statement
• Policy Letter No. 2: "Relationships with Employees"
• Policy Letter No. 6: "Equal Opportunity and Affirmative Action"
• Directive B-110: "Anti-Harassment/Zero Tolerance"

In the U.S., there are a number of avenues available to employees who wish to make and/or document a complaint. These processes are communicated to all employees through the Open Door Policy and through various policies posted online. Some of these avenues are:

• Reporting the incident or concern to a supervisor or any other member of management
• Filing a complaint with the local human resources office.
• Contacting the human resources representative at the division office or at World Headquarters in Dearborn, Michigan
• Calling the corporate hotline, which is answered at World Headquarters
• Using peer review, which is an internal alternative dispute resolution process

The Company also has longstanding strong relationships with the Equal Employment Opportunity Commission (EEOC) and state civil rights agencies. In 2004, the Company signed a Universal Agreement to Mediate with the EEOC, which enhances our pledge to address claims of discrimination and/or harassment quickly and efficiently. We stand committed to cooperating with those civil rights agencies that provide resources to the people of our diverse communities in an effort to eliminate discrimination or harassment in the workplace.

Furthermore, the Company tracks data internally, which enables us to measure the effects of our policies and practices for prohibiting and preventing discrimination, harassment and any other unwanted or illegal behavior, and leverage those policies to address issues efficiently and improve the overall morale of our workers. The internal tracking is proprietary to Ford Motor Company.