GRI Index

This report is aligned with the Global Reporting Initiative (GRI) G3 Sustainability Reporting Guidelines released in October 2006, at an application level of A. To locate the elements and information contained within the guidelines, use the index below. For a detailed explanation of the indicators, visit the GRI website.

GRI Application Level Table

Download the GRI index(pdf, 172kb)

Part I: Profile Disclosures

1. Strategy and Analysis

Profile Disclosure and Description		Status	Links	Notes
1.1	Statement from the most senior decisionmaker of the organization (e.g., CEO, chair or equivalent senior position) about the relevance of sustainability to the organization and its strategy.		Letter from William Clay Ford, Jr. Message from Alan Mulally
1.2	Description of key impacts, risks and opportunities.		Letter from William Clay Ford, Jr. Message from Alan Mulally Letter from Robert Brown Our Value Chain and Its Impacts Materiality Analysis Performance Summary Ford’s Goals, Commitments and Status Sustainability Governance and Integration

2. Organizational Profile

Profile Disclosure and Description		Links	Notes
2.1	Name of the organization.		Please see 2011 Form 10-K page 2
2.2	Primary brands, products and/or services.		Please see 2011 Form 10-K page 7
2.3	Operational structure of the organization, including main divisions, operating companies, subsidiaries and joint ventures.		Please see 2011 Form 10-K page 7
2.4	Location of organization’s headquarters.		Please see 2011 Form 10-K page 2
2.5	Number of countries where the organization operates, and names of countries either with major operations or that are specifically relevant to the sustainability issues covered in the report.		Please see List of Operations Worldwide
2.6	Nature of ownership and legal form.	Shareholder Services
2.7	Markets served (including geographic breakdown, sectors served and types of customers/beneficiaries).	Dealers	Please see 2011 Form 10-K pages 6–10. More detailed information on our products and services is reported on in our annual financial reporting, including our 10-K and Annual Report.
2.8	Scale of the reporting organization, including: number of employees; net sales (for private sector organizations) or net revenues (for public sector organizations); total capitalization broken down in terms of debt and equity (for private sector organizations); and quantity of products or services provided.	Financial Health Data Employees Current Financial Health	Information on our scale is reported on in our annual financial reporting, including our 10-K and Annual Report. Specifically, for information on quantity of products sold, please see 2011 Form 10-K page 3; for information on sales, revenue, and capitalization broken down by debt and equity, please see page 30.
2.9	Significant changes during the reporting period regarding size, structure, or ownership including: the location of, or changes in operations, including facility openings, closings, and expansions; and changes in the share capital structure and other capital formation, maintenance and alteration operations (for private sector organizations).	Focus on Asia	Please see 2011 Form 10-K page 23–24 for a list of Ford facilities and page 29–30 for information on share capital structure and capital formation. Please see our Annual Report pages 7 and 56–57 for information on plant openings.
2.10	Awards received in the reporting period.	2011 Awards and Recognition Diversity and Inclusion Awards Ford Asia Pacific and Africa Ford of Europe Ford South America

3. Report Parameters

Report Profile

Profile Disclosure and Description		Links
3.1	Reporting period (e.g., fiscal/calendar year) for information provided.	Year in Review
3.2	Date of most recent previous report (if any).	Year in Review
3.3	Reporting cycle (annual, biennial, etc.).	Year in Review
3.4	Contact point for questions regarding the report or its contents.	Contact

Report Scope and Boundary

Profile Disclosure and Description		Links
3.5	Process for defining report content, including: determining materiality; prioritizing topics within the report; and identifying stakeholders the organization expects to use the report.	Materiality Analysis Stakeholder Engagement
3.6	Boundary of the report (e.g., countries, divisions, subsidiaries, leased facilities, joint ventures, suppliers). See GRI Boundary Protocol for further guidance.	Year in Review
3.7	State any specific limitations on the scope or boundary of the report.	Year in Review
3.8	Basis for reporting on joint ventures, subsidiaries, leased facilities, outsourced operations and other entities that can significantly affect comparability from period to period and/or between organizations.	Performance Summary Financial Health Data Environment Data Water Data Vehicle Safety Data Supply Chain Data People Data
3.9	Data measurement techniques and the bases of calculations, including assumptions and techniques underlying estimations applied to the compilation of the Indicators and other information in the report.	Performance Summary Financial Health Data Environment Data Water Data Vehicle Safety Data Supply Chain Data People Data
3.10	Explanation of the effect of any re-statements of information provided in earlier reports and the reasons for such re-statement (e.g., mergers/acquisitions, change of the base years/periods, nature of business, measurement methods).	Performance Summary Financial Health Data Environment Data Water Data Vehicle Safety Data Supply Chain Data People Data
3.11	Significant changes from previous reporting periods in the scope, boundary or measurement methods applied in the report.	Year in Review

GRI Content Index

Profile Disclosure and Description		Status	Links	Notes
3.12	Table identifying the location of the Standard Disclosures in the report.		GRI Index

Assurance

Profile Disclosure and Description		Status	Links	Notes
3.13	Policy and current practice with regard to seeking external assurance for the report. If not included in the assurance report accompanying the sustainability report, explain the scope and basis of any external assurance provided. Also explain the relationship between the reporting organization and the assurance provider(s).		Assurance

4. Governance, Commitments, and Engagement

Governance

Profile Disclosure and Description		Links
4.1	Governance structure of the organization, including committees under the highest governance body responsible for specific tasks, such as setting strategy or organizational oversight.	Corporate Governance – Board of Directors Sustainability Governance and Integration Governance and Management Structures
4.2	Indicate whether the Chair of the highest governance body is also an executive officer (and, if so, their function within the organization’s management and the reasons for this arrangement).	Board of Directors
4.3	For organizations that have a unitary board structure, state the number of members of the highest governance body that are independent and/or non-executive members.	Corporate Governance – Board of Directors
4.4	Mechanisms for shareholders and employees to provide recommendations or direction to the highest governance body.	Corporate Governance – Board of Directors Stakeholder Engagement
4.5	Linkage between compensation for members of the highest governance body, senior managers and executives (including departure arrangements), and the organization’s performance (including social and environmental performance).	Sustainability Governance and Integration
4.6	Processes in place for the highest governance body to ensure conflicts of interest are avoided.	Corporate Governance – Board of Directors Code of Business Conduct and Ethics (pdf, 34kb)
4.7	Process for determining the qualifications and expertise of the members of the highest governance body for guiding the organization’s strategy on economic, environmental, and social topics.	Corporate Governance – Board of Directors Stakeholder Engagement
4.8	Internally developed statements of mission or values, codes of conduct and principles relevant to economic, environmental and social performance and the status of their implementation. Explain the degree to which these: are applied across the organization in different regions and departments/units; and relate to internationally agreed standards.	Policy Letters and Directives Ethical Business Practices Sustainability Governance and Integration
4.9	Procedures of the highest governance body for overseeing the organization’s identification and management of economic, environmental and social performance, including relevant risks and opportunities, and adherence or compliance with internationally agreed standards, codes of conduct and principles.	Corporate Governance – Board of Directors Stakeholder Engagement
4.10	Processes for evaluating the highest governance body’s own performance, particularly with respect to economic, environmental and social performance.	Corporate Governance – Board of Directors

Commitments to External Initiatives

Profile Disclosure and Description		Links	Notes
4.11	Explanation of whether and how the precautionary approach or principles is addressed by the organization. Article 15 of the Rio Principles introduced the precautionary approach. A response to 4.11 could address the organization’s approach to risk management in operational planning or the development and introduction of new products.		The precautionary principle is the idea that if the consequences of an action are unknown, but are judged to have some potential for major or irreversible negative consequences, then it is better to avoid that action. We do not formally apply the precautionary principle to decision making across all of our activities. However, it has influenced our thinking. For example, in addressing climate change as a business issue, we have employed this principle. In addition, we assess and manage environmental, safety, supply chain, operational and other risks as described throughout this report.
4.12	Externally developed economic, environmental and social charters, principles or other initiatives to which the organization subscribes or endorses.	Sustainability Management Climate Change Risks and Opportunities Climate Change Policy and Partnerships Collaborating with Utilities and Municipalities Policy Letters and Directives Water Strategy Approach Human Rights in the Supply Chain: Ford’s Global Working Conditions Program Building Supplier Capability through Localized Training and Collaboration Conflict Minerals Supply Chain Environmental Management Collaborative Efforts Public Policy Positions
4.13	Memberships in associations (such as industry associations) and/or national/international advocacy organizations in which the organization: has positions in governance bodies, participates in projects or committees; provides substantive funding beyond routine membership dues; or views membership as strategic.	Climate Change Policy and Partnerships Building Supplier Capability through Localized Training and Collaboration Collaborative Efforts Participation in the Policy-Making Process Water Strategy Approach

Stakeholder Engagement

Profile Disclosure and Description		Links
4.14	List of stakeholder groups engaged by the organization. Examples of stakeholder groups are: communities; civil society; customers; shareholders and providers of capital; suppliers; and employees, other workers and their trade unions.	Stakeholder Engagement
4.15	Basis for identification and selection of stakeholders with whom to engage.	Stakeholder Engagement
4.16	Approaches to stakeholder engagement, including frequency of engagement by type and by stakeholder group.	Stakeholder Engagement Engaging with These Stakeholders Employees Customers Dealers Supply Chain Communities
4.17	Key topics and concerns that have been raised through stakeholder engagement, and how the organization has responded to those key topics and concerns, including through its reporting.	Stakeholder Engagement Engaging with These Stakeholders Materiality Analysis

Part II: Disclosures on Management Approach

Economic

Aspects	Status	Links	Notes
Economic performance		Corporate Governance Policies Ford’s Goals, Commitments and Status Financial Health
Market presence		Ford’s Goals, Commitments and Status Ford Future Competitiveness
Indirect economic impacts		Communities Investing in Communities

Environmental

Aspects	Status	Links	Notes
Materials		Ford’s Goals, Commitments and Status Sustainable Materials Sustainability Governance and Integration Sustainability Management
Energy		Ford’s Goals, Commitments and Status Sustainability Governance and Integration Sustainability Management
Water		Ford’s Goals, Commitments and Status Sustainability Governance and Integration Sustainability Management Water Strategy Approach
Biodiversity		Sustainability Governance and Integration Sustainability Management Sustainable Land Use and Biodiversity
Emissions, effluents and waste		Ford’s Goals, Commitments and Status Non-CO₂, Facility-Related Emissions Waste Management Sustainability Management
Products and services		Ford’s Goals, Commitments and Status Product Development
Compliance		Sustainability Governance and Integration Compliance
Transport		Sustainability Governance and Integration Logistics
Overall		Ford’s Goals, Commitments and Status Sustainability Governance and Integration Sustainability Management

Social: Labor Practices and Decent Work

Aspects	Status	Links	Notes
Employment		Sustainability Governance and Integration Employees
Labor/management relations		Sustainability Governance and Integration Employees
Occupational health and safety		Sustainability Governance and Integration Ford’s Goals, Commitments and Status Workplace Health and Safety Health and Safety Governance
Training and education		Sustainability Governance and Integration Workplace
Diversity and equal opportunity		Sustainability Governance and Integration Diversity and Inclusion

Social: Human Rights

Aspects	Status	Links	Notes
Investment and procurement practices		Sustainability Governance and Integration Human Rights in the Supply Chain: Ford’s Global Working Conditions Program Sustainable Raw Materials Setting Expectations for Our Suppliers Ethical Business Practices
Non-discrimination		Ford’s Goals, Commitments and Status Sustainability Governance and Integration Supplier Diversity Development Diversity and Inclusion Ethical Business Practices Policy Letter No. 24: Code of Human Rights, Basic Working Conditions and Corporate Responsibility Commitment to Human Rights and the U.N. Global Compact
Freedom of association and collective bargaining		Ford’s Goals, Commitments and Status Sustainability Governance and Integration Employees Ethical Business Practices Policy Letter No. 24: Code of Human Rights, Basic Working Conditions and Corporate Responsibility Commitment to Human Rights and the U.N. Global Compact
Child labor		Ford’s Goals, Commitments and Status Sustainability Governance and Integration Human Rights in the Supply Chain: Ford’s Global Working Conditions Program Setting Expectations for Our Suppliers Ethical Business Practices Policy Letter No. 24: Code of Human Rights, Basic Working Conditions and Corporate Responsibility Commitment to Human Rights and the U.N. Global Compact
Forced and compulsory labor		Ford’s Goals, Commitments and Status Sustainability Governance and Integration Human Rights in the Supply Chain: Ford’s Global Working Conditions Program Setting Expectations for Our Suppliers Policy Letter No. 24: Code of Human Rights, Basic Working Conditions and Corporate Responsibility Commitment to Human Rights and the U.N. Global Compact
Security practices		Sustainability Governance and Integration Ethical Business Practices
Indigenous rights		Sustainability Governance and Integration Communities Ethical Business Practices

Social: Society

Aspects	Status	Links	Notes
Community		Sustainability Governance and Integration Communities Engaging with Communities
Corruption		Sustainability Governance and Integration Ethical Business Practices
Public policy		Sustainability Governance and Integration Policy Letters and Directives
Anti-competitive behavior		Sustainability Governance and Integration Ethical Business Practices
Compliance		Sustainability Governance and Integration Ethical Business Practices

Social: Product Responsibility

Aspects	Status	Links	Notes
Customer health and safety		Ford’s Goals, Commitments and Status Sustainability Governance and Integration How We Manage Vehicle Safety Vehicle Safety Data
Product and service labelling		Sustainability Governance and Integration Ethical Business Practices
Marketing communications		Sustainability Governance and Integration Ethical Business Practices Building Customer Awareness
Customer privacy		Sustainability Governance and Integration Ethical Business Practices
Compliance		Sustainability Governance and Integration Building Customer Awareness

Part III: Performance Indicators

Economic

Economic Performance

Performance Indicator and Description		Links	Notes
EC1	Direct economic value generated and distributed, including revenues, operating costs, employee compensation, donations and other community investments, retained earnings and payments to capital providers and governments.	Financial Health Data People Data	Information related to operating costs is referenced as “automotive costs of goods sold” in the Company’s Annual Report on Form 10-K. Information related to payments to providers of capital is referenced as “cash paid interest expenses” and “stockholder dividends” in the Company’s Annual Report on Form 10-K. Ford does not report on employee compensation and does not intend to do so in the future because the information is proprietary.
EC2	Financial implications and other risks and opportunities for the organization’s activities due to climate change.	Climate Change Risks and Opportunities
EC3	Coverage of the organization’s defined benefit plan obligations.		For our retirees, we have two principal qualified defined benefit retirement plans in the U.S. The Ford-UAW Retirement Plan covers hourly employees represented by the UAW, and the General Retirement Plan covers substantially all other Ford employees in the U.S. hired on or before December 31, 2003. We established, effective January 1, 2004, a defined contribution plan generally covering new salaried U.S. employees hired on or after that date. Other U.S. and non-U.S. subsidiaries have separate plans that generally provide similar types of benefits. We report on contributions to, and the funded status of, our pension plans in our Annual Report on Form 10-K.
EC4	Significant financial assistance received from government.	Partnerships and Collaboration

Market Presence

Performance Indicator and Description		Notes
EC5	Range of ratios of standard entry-level wage compared to local minimum wage at significant locations of operation.
EC6	Policy, practices, and proportion of spending on locally based suppliers at significant locations of operation.	Ford uses local suppliers everywhere we operate, and in several localities in which we operate, suppliers set up operations nearby to support Ford operations. In addition, the local economic development model described is aligned with our Supplier Diversity Development initiatives. Attributes of our Supplier Diversity Development initiatives include: economic development rationale, local employment opportunities and workforce development, supplier development and a considerable financial history of purchases from minority- and women-owned companies. These initiatives operate exclusively in the U.S. and are driven in part by compliance with federal requirements. Globally, a mandated Black Economic Empowerment Program also drives supplier development and local employment for Ford in South Africa. Ford does not track the proportion of spending on locally based suppliers at significant locations of operation because local sourcing has not appeared as an important issue in our materiality analyses.
EC7	Procedures for local hiring and proportion of senior management hired from the local community at locations of significant operation.	Ford doesn’t track this information, because our materiality analysis determined that the procedures used for local hiring and proportion of senior management hired from the local community is not a material issue. However, Ford’s recruiting initiatives are designed to be inclusive and hire from all segments of the diverse populations and communities in which we live and work. Opportunities for employment and advancement are available on a non-discriminatory basis – without regard to race, color, religion, age, gender, sexual orientation, national origin, handicap or veteran status. We take affirmative action in accordance with the law to have minorities and women represented appropriately throughout the workforce and to provide qualified handicapped persons, disabled veterans and veterans of the Vietnam era opportunity for employment and advancement.

Indirect Economic Impacts

Performance Indicator and Description		Status	Links	Notes
EC8	Development and impact of infrastructure investments and services provided primarily for public benefit through commercial, in-kind or pro bono engagement.		Engagement and Community Data Investing in Communities
EC9	Understanding and describing significant indirect economic impacts, including the extent of impacts.		Financial Health Understanding Customer Needs Supply Chain Profile	For a discussion of risk factors please see 2011 Form 10-K pages 17-22. When the decision is made to close a facility, we take an active role in returning the property to a productive use that will be environmentally responsible, return shareholder value and benefit the community. Ford wants to leave a positive legacy in the communities in which we have operated, and we are therefore committed to handling our environmental responsibilities and working with municipal leaders to ensure smooth and successful transitions to new uses. Our first step with any closed facility is to assess and address any possible environmental issues on the property. The goal of our environmental assessment is to understand the environmental condition of the site and the actions needed to ensure that future use of the site will not pose any risk to human health or the environment. If any environmental issues are discovered, the property is cleaned up to the standard appropriate for its future use, whether industrial, commercial or residential. We also undertake extensive communications with community leaders, citizens and real estate partners to understand the potential future uses for the property and the community’s goals for the property. In some cases, Ford redevelops the property itself, but more often it seeks a well-qualified developer to buy and convert it. Some properties remain in industrial use. In other cases, the surrounding communities have changed since the plant opened, and new uses, such as retail, commercial or residential, are possible and desirable. Ford has a corporate responsibility to maximize returns to our shareholders in the disposition of our properties. However, we always work with the community to see the property redeveloped into a productive and beneficial use.

Environmental

Materials

Performance Indicator and Description		Status	Links	Notes
EN1	Materials used by weight or volume.		Sustainable Materials	In our materiality analysis, the use of sustainable materials appears as a significant issue, and we provide extensive coverage of that issue. However, accounting for the amount of every material used has not been identified as a material issue for internal or external stakeholders.
EN2	Percentage of materials used that are recycled input materials.		Sustainable Materials	We report on our use of recycled materials and our efforts to increase recycled content in our vehicles. However, accounting for the exact percentage of recycled materials used in all of our vehicles has not been identified as a material issue for internal or external stakeholders.

Energy

Performance Indicator and Description		Links	Notes
EN3	Direct energy consumption by primary energy source.	Operational Energy Use and CO₂ Emissions Data	We do not currently aggregate energy use by source on a global basis. However, we will provide that information within the next three reporting cycles.
EN4	Indirect energy consumption by primary source.	Operational Energy Use and CO₂ Emissions Data	To generate our greenhouse gas emission estimates we use indirect energy conversion factors from the WRI/WBCSD Greenhouse Gas Reporting Protocol or local regulations, if required (such as by the U.S. EPA). However, estimating and aggregating the fuel sources for our indirect energy use is not considered material to our business because we actively manage both energy use and greenhouse gas emissions and do not control the sources of indirect energy we purchase.
EN5	Energy saved due to conservation and efficiency improvements.	Operational Energy Use and CO₂ Emissions Data
EN6	Initiatives to provide energy-efficient or renewable energy-based products and services, and reductions in energy requirements as a result of these initiatives.	Sustainable Technologies and Alternative Fuels Plan Partnerships and Collaboration Electrification: A Closer Look
EN7	Initiatives to reduce indirect energy consumption and reductions achieved.	Operational Energy Use and CO₂ Emissions Data Climate Change Progress and Performance

Water

Performance Indicator and Description		Links
EN8	Total water withdrawal by source.	Water Data
EN9	Water sources significantly affected by withdrawal of water.	Water Data
EN10	Percentage and total volume of water recycled and reused.	Water Data

Biodiversity

Performance Indicator and Description		Links	Notes
EN11	Location and size of land owned, leased, managed in, or adjacent to, protected areas and areas of high biodiversity value outside protected areas.	Sustainable Land Use and Biodiversity	We believe that protecting biodiversity is an important issue, and we report on our efforts to increase and protect wildlife habitat. However, this issue was not identified as material in our analysis because Ford facilities, once established, do not routinely disturb land, wildlife or biodiversity. In siting new facilities, we conduct a due diligence process and an environmental impact assessment, both of which consider potential impacts on biodiversity.
EN12	Descriptions of significant impacts of activities, products, and services on biodiversity in protected areas and areas of high biodiversity value outside protected areas.	Sustainable Land Use and Biodiversity
EN13	Habitats protected or restored.	Sustainable Land Use and Biodiversity
EN14	Strategies, current actions, and future plans for managing impacts on biodiversity.	Sustainable Land Use and Biodiversity
EN15	Number of IUCN Red List species and national conservation list species with habitats in areas affected by operations, by level of extinction risk.

Emissions, Effluent, and Waste

Performance Indicator and Description		Links	Notes
EN16	Total direct and indirect greenhouse gas emissions by weight.	Operational Energy Use and CO₂ Emissions Data
EN17	Other relevant indirect greenhouse gas emissions by weight.	Fuel Economy and CO₂ Emissions Data
EN18	Initiatives to reduce greenhouse gas emissions and reductions achieved.	Climate Change Sustainable Technologies and Alternative Fuels Plan Electrification: A Closer Look
EN19	Emissions of ozone-depleting substances by weight.	Emissions (VOC and Other) Data Non-CO₂, Facility-Related Emissions
EN20	NOx, SOx and other significant air emissions by type and weight.	Tailpipe Emissions Data Emissions (VOC and Other) Data
EN21	Total water discharge by quality and destination.		Significant discharges to water by type are not currently tracked at the corporate level. The large majority of wastewater discharges are treated before discharge. The Company is collecting baseline data on discharges to municipal wastewater treatment plants, and this data will be reported as soon as practical, likely beginning in 2015.
EN22	Total weight of waste by type and disposal method.	Waste Data	This is an area in which Ford is increasing its tracking and reporting. We currently report on waste by type, categorized into hazardous and nonhazardous. We also report on waste disposal to landfill. With our new GEM database, we are now tracking waste disposal methods beyond landfill (i.e., recycling, reuse, compost, incineration, other.) With this new data-tracking tool, we will be able to more report fully on this metric in the next few years.
EN23	Total number and volume of significant spills.	Compliance
EN24	Weight of transported, imported, exported, or treated waste deemed hazardous under the terms of the Basel Convention Annex I, II, III and VIII, and percentage of transported waste shipped internationally.
EN25	Identity, size, protected status, and biodiversity value of water bodies and related habitats significantly affected by the reporting organization’s discharges of water and runoff.

Products and Services

Performance Indicator and Description		Status	Links	Notes
EN26	Initiatives to mitigate environmental impacts of products and services, and extent of impact mitigation.		Design for Lifecycle Sustainability Sustainable Materials End of Life Improving Fuel Economy Migration to Alternative Fuels and Powertrains
EN27	Percentage of products sold and their packaging materials that are reclaimed by category.		Sustainable Materials End of Life

Compliance

Performance Indicator and Description		Status	Links	Notes
EN28	Monetary value of significant fines and total number of non-monetary sanctions for non-compliance with environmental laws and regulations.		Compliance

Transport

Performance Indicator and Description		Status	Links	Notes
EN29	Significant environmental impacts of transporting products and other goods and materials used for the organization’s operations, and transporting members of the workforce.		Logistics

Overall

Performance Indicator and Description		Status	Links	Notes
EN30	Total environmental protection expenditures and investments by type.			Our established accounting methods allow us to track expenditures for items like environmental protection and controls, but do not include methods for estimating costs associated with indirect economic, environmental or social costs and benefits. For example, during the last five years, we took charges to our consolidated income for engineering, research and development we sponsored in the following amounts: We recorded $5.3 billion, $5.0 billion, and $4.7 billion of engineering, research, and development costs that we sponsored during 2011, 2010, and 2009, respectively. Engineering, research and development is focused on improving the performance (including fuel efficiency) of our products, and to develop new products.

Social: Labor Practices and Decent Work

Employment

Performance Indicator and Description		Links	Notes
LA1	Total workforce by employment type, employment contract and region.	Engagement and Community Data Global Operations	The number of employees by region can be found in Ford’s Annual Report on Form 10-K.
LA2	Total number and rate of employee turnover by age group, gender and region.		This is proprietary information.
LA3	Benefits provided to full-time employees that are not provided to temporary or part-time employees, by major operations.

Labor/Management Relations

Performance Indicator and Description		Status	Links	Notes
LA4	Percentage of employees covered by collective bargaining agreements.		Employees	Substantially all of the hourly employees in our Automotive operations in the U.S. are represented by unions and covered by collective bargaining agreements. Most hourly employees and many non-management salaried employees of our subsidiaries outside the U.S. are also represented by unions.
LA5	Minimum notice period(s) regarding operational changes, including whether it is specified in collective agreements.			Ford fully complies with applicable requirements for minimum notice periods regarding operational changes.

Occupational Health and Safety

Performance Indicator and Description		Links	Notes
LA6	Percentage of total workforce represented in formal joint management–worker health and safety committees that help monitor and advise on occupational health and safety programs.	Workplace Health and Safety	Ford faces workplace health and safety challenges similar to those of many multinational manufacturing companies. These challenges include, for example, establishing and reinforcing high, common expectations for the safety of our employees worldwide. Most of our manufacturing facilities have joint union/management safety committees that guide the development and implementation of safety programs in their operations. Approximately 75 percent of the Company’s workforce globally are covered by the health and safety committees. This includes the entire manufacturing workforce and some staff organizations.
LA7	Rates of injury, occupational diseases, lost days and absenteeism, and number of work-related fatalities by region.	Workplace Safety Data Our 2011 Safety Record	Absenteeism is covered by collective bargaining agreements, which vary. The data are not tracked centrally. Rates of absenteeism were not identified as a material issue in our materiality analysis.
LA8	Education, training, counseling, prevention, and risk-control programs in place to assist workforce members, their families or community members regarding serious diseases.	Health as a Strategic Advantage Case Study: Ford and Type 1 Diabetes
LA9	Health and safety topics covered in formal agreements with trade unions.	Relationship Management

Training and Education

Performance Indicator and Description		Links	Notes
LA10	Average hours of training per year per employee by employee category.	Ethical Business Practices	We provide information on employee training programs relevant to sustainability; however, our materiality analysis did not identify the average hours of training per employee as a material issue.
LA11	Programs for skills management and lifelong learning that support the continued employability of employees and assist them in managing career endings.	Leadership Development
LA12	Percentage of employees receiving regular performance and career development reviews.

Diversity and Opportunity

Performance Indicator and Description		Status	Links	Notes
LA13	Composition of governance bodies and breakdown of employees per category according to gender, age group, minority group membership, and other indicators of diversity.		Corporate Governance – Board of Directors Diversity and Inclusion Engagement and Community Data	This indicator is partially not applicable. We report on the makeup of our Board of Directors and our U.S. workforce. However, definitions of diversity vary globally and data cannot be aggregated meaningfully outside the U.S.
LA14	Ratio of basic salary of men to women by employee category.		Diversity and Inclusion Engagement and Community Data	This is proprietary information.

Social: Human Rights

Strategy and Management

Performance Indicator and Description		Links
HR1	Percentage and total number of significant investment agreements that include human rights clauses or that have undergone human rights screening.	Human Rights in the Supply Chain: Ford’s Global Working Conditions Program Engagement and Community Data
HR2	Percentage of significant suppliers and contractors that have undergone screening on human rights and actions taken.	Human Rights in the Supply Chain: Ford’s Global Working Conditions Program Engagement and Community Data
HR3	Total hours of employee training on policies and procedures concerning aspects of human rights that are relevant to operations, including the percentage of employees trained.	Ethical Business Practices Engagement and Community Data

Non-Discrimination

Performance Indicator and Description		Status	Links	Notes
HR4	Total number of incidents of discrimination and actions taken.		Diversity and Inclusion Engagement and Community Data	This is proprietary information.

Freedom of Association and Collective Bargaining

Performance Indicator and Description		Status	Links	Notes
HR5	Operations identified in which the right to exercise freedom of association and collective bargaining may be at significant risk, and actions taken to support these rights.		Engagement and Community Data Assessing Suppliers Commitment to Human Rights and the U.N. Global Compact

Child Labor

Performance Indicator and Description		Status	Links	Notes
HR6	Operations identified as having significant risk for incidents of child labor, and measures taken to contribute to the elimination of child labor.		Human Rights in the Supply Chain: Ford’s Global Working Conditions Program Engagement and Community Data Assessing Suppliers Commitment to Human Rights and the U.N. Global Compact

Forced and Compulsory Labor

Performance Indicator and Description		Status	Links	Notes
HR7	Operations identified as having significant risk for incidents of forced or compulsory labor, and measurements to contribute to the elimination of forced or compulsory labor.		Human Rights in the Supply Chain: Ford’s Global Working Conditions Program Engagement and Community Data Assessing Suppliers Commitment to Human Rights and the U.N. Global Compact

Security Practices

Performance Indicator and Description		Status	Links	Notes
HR8	Percentage of security personnel trained in the organization’s policies or procedures concerning aspects of human rights that are relevant to operations.

Indigenous Practices

Performance Indicator and Description		Status	Links	Notes
HR9	Total number of incidents of violations involving rights of indigenous people and actions taken.

Social: Society

Community

Performance Indicator and Description		Status	Links	Notes
SO1	Nature, scope, and effectiveness of any programs and practices that assess and manage the impacts of operations on communities, including entering, operating and exiting.		Communities

Corruption

Performance Indicator and Description		Links
SO2	Percentage and total number of business units analyzed for risks related to corruption.	Ethical Business Practices
SO3	Percentage of employees trained in organization’s anti-corruption policies and procedures.	Ethical Business Practices
SO4	Actions taken in response to incidents of corruption.	Ethical Business Practices

Public Policy

Performance Indicator and Description		Status	Links	Notes
SO5	Public policy positions and participation in public policy development and lobbying.		Public Policy Positions Climate Change Policy and Partnerships Policy Letters and Directives Sustainability Governance and Integration
SO6	Total value of financial and in-kind contributions to political parties, politicians and related institutions by country.		Participation in the Policy-Making Process

Anti-Competitive Behavior

Performance Indicator and Description		Status	Links	Notes
SO7	Total number of legal actions for anti-competitive behavior, anti-trust and monopoly practices and their outcomes.			Legal actions are described in the Company’s Annual Report on the Form 10-K, pages 25–27.

Compliance

Performance Indicator and Description		Status	Links	Notes
SO8	Monetary value of significant fines and total number of non-monetary sanctions for non-compliance with laws and regulations.		Compliance Workplace Safety Data	Additional information on fines for noncompliance with laws and regulations can be found in the Company’s Annual Report on the Form 10-K on pages 25–27.

Social: Product Responsibility

Customer Health and Safety

Performance Indicator and Description		Status	Links	Notes
PR1	Life cycle stages in which health and safety impacts of products and services are assessed for improvement, and percentage of significant products and services categories subject to such procedures.		How We Manage Vehicle Safety Accident Avoidance and Driver Assist Technologies Occupant Protection Technologies
PR2	Total number of incidents of non-compliance with regulations and voluntary codes concerning health and safety impacts of products and services, by type of outcomes.			Information on all legal proceedings and incidents of noncompliance can be found in the Company’s Annual Report on the Form 10-K on pages 25–27.

Products and Service Labeling

Performance Indicator and Description		Links	Notes
PR3	Type of product and service information required by procedures, and percentage of significant products and services subject to such information requirements.		Ford’s vehicles are subject to numerous labeling requirements that vary by country, region and state. We maintain compliance through our normal product requirement compliance systems. For example, in the U.S., window stickers on new vehicles provide fuel economy and crash test ratings, the percentage of vehicle content from the U.S. and Canada and major sources of foreign parts. We report on safe and efficient use of the product in vehicle manuals. In Europe, we use an Eco-label that goes beyond legal requirements and also inform customers in the driver’s manual about the impact of air conditioning on real-world fuel economy. Eco-labels also discuss substances that might produce an environmental or social impact. Ford of Europe also reports on disposal of products. In the U.S., Ford makes vehicle dismantling guides available.
PR4	Total number of incidents of non-compliance with regulations and voluntary codes concerning product and service information and labeling, by type of outcomes.
PR5	Practices related to customer satisfaction, including results of surveys measuring customer satisfaction.	Customer Satisfaction and Quality Product, Quality and Service Data

Marketing Communications

Performance Indicator and Description		Status	Links	Notes
PR6	Programs for adherence to laws, standards, and voluntary codes related to marketing communications, including advertising, promotion and sponsorship.		Policy Letters and Directives
PR7	Total number of incidents of non-compliance with regulations and voluntary codes concerning marketing communications, including advertising, promotion and sponsorship by type of outcomes.			Information on all legal proceedings and incidents of noncompliance can be found in the Company’s Annual Report on the Form 10-K, pages 25–27.

Customer Privacy

Performance Indicator and Description		Status	Links	Notes
PR8	Total number of substantiated complaints regarding breaches of customer privacy and losses of customer data.

Compliance

Performance Indicator and Description		Status	Links	Notes
PR9	Monetary value of significant fines for non-compliance with laws and regulations concerning the provision and use of products and services.			Information on all legal proceedings and incidents of noncompliance can be found in the Company’s Annual Report on the Form 10-K, on pages 25–27.