Ford’s Goals, Commitments and Status

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

KEY
- On Track
- In Process
- Not on Track
- New goal

Financial Health

Goal/Commitment	2012 Progress	On Track?
Execute our “ONE Ford” transformational plan to create a leaner, more-efficient global enterprise.	Continued to strengthen our balance sheet, with 2012 concluding as one of our most profitable years ever in North America. Related Links: Data: Worldwide Taxes Paid Current Financial Health
Achieve profitability in 2012.	Reported total Company full-year, pre-tax profit of $8 billion – our third year in a row of $8 billion or more in pre-tax profits. In 2012, had our highest total Company fourth quarter pre-tax profit in more than a decade. Earned back our investment grade rating from the second of three major ratings agencies. Related Links: Data: Worldwide Taxes Paid Current Financial Health
Align capacity to demand.	Continued to globalize vehicle platforms that can be adapted to meet specific regional needs and to produce the vehicles that customers want. Began executing our European Transformation Plan to increase cost efficiencies and address manufacturing overcapacity. Related Links: Current Financial Health
Reverse the trend of losing money on small-car production in the U.S.	Continued to boost production of smaller-sized vehicles in North America. Continued to maintain lean cost structure. Enhanced revenues through class-leading fuel economy, safety performance and quality. Related Links: Current Financial Health
Set new goals under “Blueprint for Mobility” in early 2012.	In this Blueprint, defined the start of our thinking about what transportation will look like in 2025 and beyond, and identified the types of technologies, business models and partnerships needed to get us there. Related Links: Our Blueprint for Mobility

Climate Change and the Environment

Goal/Commitment	2012 Progress	On Track?
Climate Change – Products
Do our share to stabilize carbon dioxide (CO₂) concentrations in the atmosphere at 450 ppm, the level generally accepted as that which avoids the most serious effects of climate change.	Reduced fleet-average CO₂ emissions of U.S. vehicles by 15 percent from the 2007 to the 2012 model years. Reduced fleet-average CO₂ emissions of European vehicles by 15.5 percent from the 2007 to 2012 calendar years.¹ Related Links: Data: Fuel Economy and CO₂ Emissions Vehicle – Results
Ensure that every all-new or redesigned vehicle we introduce will be best in class or among the best in class for fuel economy in its segment.	Followed through on this commitment with vehicles introduced in all our regions, and will continue to do so in future product launches. Related Links: Vehicle – Results
Climate Change – Manufacturing
Reduce global facility CO₂ emissions per vehicle by 30 percent by 2025 compared to a 2010 baseline.	Reduced 2012 CO₂ emissions by 1 percent per vehicle compared to 2011. Related Links: Data: Worldwide Facility CO₂ Emissions per Vehicle Operational Energy and Greenhouse Gas Emissions – Performance
Reduce facility energy use per vehicle globally by 25 percent between 2011 and 2016, adjusted for weather and production.	Improved energy efficiency by 6.4 percent compared to 2011, normalized for weather and production levels. Related Links: Data: Worldwide Facility CO₂ Emissions per Vehicle Operational Energy and Greenhouse Gas Emissions – Performance
Environment – Products
Increase the use of recycled, renewable and lightweight materials. Use soy foam seat cushions and backs on 100 percent of Ford vehicles manufactured in North America. Use at least 25 percent recycled content in seat fabrics on all new and redesigned vehicles sold in North America.	Since 2011, all vehicles produced in North America have soy foam seating. Expanded use of recycled-content fabrics for seats and headliners. Continued to develop sustainable materials strategy requiring recycled plastics and textile materials for many applications globally. Continued to implement strategic principles for expanding the use of recycled and renewable materials that seek to reduce total lifecycle impacts. Related Links: Choosing More Sustainable Materials
Increase the use of allergy-tested and air-quality-friendly interior materials.	Continued to implement specification for low-emissions and allergy-free materials, which is being migrated across product lines. Related Links: Improving Vehicle Interior Environmental Quality and Choosing Allergy-Tested Materials
Environment – Manufacturing
Reduce water use.	(See Water section of Goals Table.)
Reduce CO₂ emissions.	(See Climate Change section of Goals Table.)
Reduce waste sent to landfill by 40 percent on a per-vehicle basis between 2011 and 2016 globally.	Reduced landfill disposal in 2012 by more than 19 percent per vehicle compared to 2011. Related Links: Data: Waste to Landfill per Vehicle Waste Management
Maintain volatile organic compound (VOC) emissions from painting at North American assembly plants at 23 grams/square meter or less.	Achieved 2012 VOC emissions at North American assembly plants of 18 grams/square meter. Related Links: Data: North America Volatile Organic Compounds Released by Assembly Facilities Non-CO₂, Facility-Related Emissions

These results are based on preliminary data. The final 2012 calendar-year fleet-wide CO₂ emissions data for our European fleet will be available in November 2013. For all years, these data do not include Volvo.

Water

Goal/Commitment	2012 Progress	On Track?
Cut the amount of water used to make each vehicle by 30 percent globally by 2015, compared to 2009.	Reduced water use per vehicle by 8.5 percent from 2011 to 2012. Related Links: Data: Water Progress in Reducing Water Use

Goal/Commitment

2012 Progress

On Track?

Cut the amount of water used to make each vehicle by 30 percent globally by 2015, compared to 2009.

Reduced water use per vehicle by 8.5 percent from 2011 to 2012.

Vehicle Safety

Goal/Commitment	2012 Progress	On Track?
Design and manufacture vehicles that achieve high levels of performance in real-world safety and in government- and non-profit-sponsored crash testing and offer innovative safety and driver-assist technologies.	Remained among the global leaders in vehicle safety. To date, Ford Motor Company has earned a total of 91 “Top Safety Picks” from the Insurance Institute for Highway Safety (IIHS) – more than any other manufacturer in the eight-year history of that crash testing program.¹ Also, 93 percent of 2013 model year Ford Motor Company vehicle nameplates tested were named IIHS Top Safety Picks. For the 2013 model year, earned the highest possible Overall Vehicle Score of five stars for seven Ford Motor Company vehicles in the New Car Assessment Program (NCAP) of the U.S. National Highway Traffic Safety Administration. In the 2012 Euro NCAP assessments, received Euro NCAP’s Best in Class recognition for the Ford B-MAX, Kuga and Transit, for having the highest safety performance scores in their vehicle segments. Earned an industry-leading total of seven Euro NCAP Advanced rewards for our Lane Keeping Aid, Active City Stop, Forward Alert, Lane Keeping Alert, MyKey®, Emergency Assistance and Driver Alert technologies. Related Links: Data: Vehicle Highlights
Meet or exceed all regulatory requirements for safety.	Continue to meet this goal every year. Ford’s internal Safety Design Guidelines and other internal standards go beyond stringent regulatory requirements. Ford often establishes internal standards on emerging issues long before public domain or regulatory standards are adopted. Related Links: How We Manage Vehicle Safety
Provide information, educational programs and advanced technologies to assist in promoting safe driving practices.	Continued to invest in Ford Driving Skills for Life (DSFL), focusing on teen drivers in the U.S. and first-time drivers of all ages in Asia Pacific and Africa. In 2012 in the U.S., visited more than 175 high schools in ten states and Puerto Rico, where we held assemblies, safe driving activities and hands-on training. In Asia Pacific and Africa, have trained more than 63,000 people since the program’s inception. Continued to offer the MyKey® system, allowing parents to program a key for their teenagers that can limit certain features (such as maximum speed and audio volume), lock out the radio when the safety belt is not buckled and invoke a Do Not Disturb feature, sending incoming phone calls and text messages to a synced phone’s mailbox. MyKey® is available on nearly all Ford Motor Company retail vehicles in North America, and its availability is expanding to other regions. Related Links: Encouraging Safer Driving
Play a leadership role in vehicle safety research and innovation.	Continued to collaborate with other automotive companies on precompetitive safety projects to enhance the safety of the driving experience and develop future technologies, such as through the U.S. Council for Automotive Research. Also, supported research at the National Science Foundation’s Center for Child Injury Prevention Studies. And, continued to collaborate with university partners on a wide range of research projects, including research into advanced safety technologies. Through our University Research Program (URP), focused on innovations with near- and mid-term implementation potential. In 2012, awarded 20 new URP grants to 18 universities around the globe. Related Links: Collaborative Efforts
Play a leadership role in research and development relating to “connected vehicles.”	Took part in collaborative, active-safety research in Europe known as Safe Intelligent Mobility – Test Field Germany (simTD) to investigate vehicle-to-vehicle and vehicle-to-infrastructure communications in a large-scale field operational test. Contributed to the European harmonization and standardization of wireless communication systems and applications within the framework of the DRIVing implementation and Evaluation of C2X communication technology (DRIVE C2X). Also, continued to take part in collaborative research in the U.S. via the Crash Avoidance Metrics Partnership (CAMP) and Vehicle Infrastructure Integration Consortium (VIIC). Related Links: Case Study: Connected Vehicles

Historic totals include all brands and entities owned and controlled by the manufacturer during the 2006–2013 calendar years. For Ford Motor Company, this includes Ford and Lincoln, as well as Mercury (through the 2011 model year) and Volvo (through the 2010 model year). Totals do not include Mazda.

Supply Chain

Goal/Commitment	2012 Progress	On Track?
Encourage key production suppliers to: introduce codes of conduct aligned with international standards and Ford’s Code of Human Rights, Basic Working Conditions and Corporate Responsibility; develop robust management and compliance systems to support their codes; and extend these expectations to their own suppliers.	More than 80 percent of our Production Aligned Business Framework (ABF) suppliers have demonstrated that they have codes of conduct in place that are aligned with international standards. Thirty-five percent of our ABF suppliers have demonstrated that they have met all three Ford milestones – that is, they have aligned codes of conduct in place supported by robust management systems governing their own operations and their supply chain. Related Links: Going Further with Our ABF suppliers
Help suppliers build their capacity to manage supply chain sustainability issues through factory-level and management training on working conditions, human rights, ethical business practices and environmental responsibility; require participating suppliers to cascade training information to their own employees and suppliers.	In 2012, trained more than 325 Ford suppliers in Argentina, China, Mexico, Russia, Thailand, Turkey and Venezuela through joint industry trainings coordinated through the Automotive Industry Action Group (AIAG). The global total of Ford suppliers trained since program inception is nearly 2,100.¹ By having training cascaded by participating suppliers, have impacted more than 2,700 supplier representatives, 25,000 supplier managers, more than 430,000 individual workers, and nearly 85,000 sub-tier supplier companies since the program’s inception. Related Links: Building Supplier Capability through Localized Training and Collaboration Data: Working Conditions Training and Assessment Status for Supply Chain
Assess Tier 1 suppliers for compliance with local laws and Ford’s supply chain sustainability expectations.	Since 2003, have conducted more than 800² third-party audits of existing and prospective Tier 1 suppliers in 20 countries. Related Links: Assessing Suppliers Data: Working Conditions Training and Assessment Status for Supply Chain
Work collaboratively across the industry to facilitate development of an industry-wide approach to key supply chain sustainability issues, including working conditions, human rights and raw materials sustainability.	Serve as an active member of the AIAG, the auto industry’s primary organization for supply chain issues. Chair three AIAG work groups: chemicals management and reporting, greenhouse gases, and environmental performance metrics. Serve as founding member of the UN Global Compact Advisory Group on Supply Chain Sustainability. Also, helped found the CSR Europe Automotive Working Group on Supply Chain Sustainability in 2013. Related Links: Industry and Cross-Industry Collaboration
Better understand the carbon footprint of Ford’s supply chain to inform the development of a broad-based carbon management approach for our supply chain.	Surveyed 135 suppliers in 2012 (up from 128 in 2011 and 35 in 2010) regarding greenhouse gas emissions, and achieved a 92 percent voluntary response rate. Related Links: Supplier Greenhouse Gas Emissions
Source at least 10 percent of U.S. purchases from minority- and women-owned businesses annually.	Purchased $5.7 billion in goods and services from approximately 250 minority-owned suppliers and $1.2 billion in goods and services from more than 150 women-owned businesses, our third-consecutive year of improvement. Related Links: Supplier Diversity Development Data: Supply Chain

This figure includes suppliers trained in Ford-led and joint industry trainings.
Figure corrected from 2011 due to classification errors.

Health and Safety

Goal/Commitment	2012 Progress	On Track?
Safety
Fatalities target is always zero.	In 2012, for the second time in Ford’s history, did not have an employee work-related fatality during the calendar year. Tragically, however, we experienced a fatality at one of our joint venture operations in Thailand. Related Links: Data: Workplace Safety Our 2012 Safety Record
Serious injuries target is zero; overall goal is to attain industry competitive lost-time and DART levels and drive continuous improvement; specific targets are set by business units yearly for five years into the future.	A major safety indicator – the lost-time case rate – was at .51, a 10 percent improvement from 2011’s rate of 0.57. We experienced 139 serious injuries among our direct employees, compared to 143 the previous year. Related Links: Data: Workplace Safety Our 2012 Safety Record
Health
Maintain or improve employee personal health status through participation in health risk appraisal and health promotion programs.	Had active personal health promotion programs in place in most regions. Deployed common global metrics and developed plans to implement them in remaining countries. Employee participation in health-risk appraisals is a core component of U.S. health benefit program and we are exceeding targets for employee participation goal. Related Links: Health as a Strategic Advantage