Health as a Strategic Advantage

We have many programs and processes to ensure that our working environment does not damage the health of our people. A natural extension of this idea is to seek to enhance the health of our workforce, their families and the communities in which we operate. Good health contributes to well-being, longevity and productivity, among other benefits. And since families tend to share health habits, good and bad, promoting health among our employees can contribute to healthier communities.

In the United States, where health care costs are a major issue for the Company, there is increased emphasis on health and wellness programs. We are providing resources and tools to employees to help them make sound choices about health care services and coverage, and to help them understand the benefits of being a better health care consumer.

We are collaborating with communities and government agencies by:

• Promoting and investing in the adoption of health care information technology (HIT) through local initiatives, with funding assistance from government. HIT will enable physicians and hospitals to have access to all the information they need to provide their patients with the most appropriate care.
• Participating in regional health care quality measurement and public reporting initiatives, with potential data sharing and funding assistance from government.

We also provide health benefits to our employees and their families in varying forms in many other countries. We are working to ensure that all of these programs are designed and administered in a way that delivers optimum health results. In addition, we are developing a comprehensive global health strategy to ensure that our efforts are targeted at local health priorities and that our people receive quality health care when they need it. Working with employees to identify and modify their personal health risk factors is a core element of the strategy. We are also working to leverage our global strengths by improving the way we share and coordinate our health promotion programs. During 2007, we developed and published a global set of standard health metrics to be used to assess the health of our workforce and track the results of programs aimed at improving it. Examples of the metrics include smoking and obesity prevalence, rates of diabetes and hypertension and the number of employees whose diabetes or hypertension is successfully controlled.

Elements of health and wellness programs around the world include health screenings, education and promotional campaigns. For example, Ford of Brazil implemented "Programa Viva Bem," which is described in a case study at the end of this section. Ford of Mexico developed programs at its facilities targeting similar issues. Health strategies vary by region and are flexible, in order to be tailored to local needs.

We spent significant effort during 2006 making sure we had the appropriate plans and preparedness for any potential global pandemic, such as avian influenza. By the first quarter of 2007, this planning process ensured that all of our operations are prepared to respond to any threat. We continue to work with our supply base to establish a similar level of preparedness.