Climate Change 2016 Information Request Ford Motor Company

Transcription

1 Climate Change 2016 Information Request Ford Motor Company Module: Introduction Page: Introduction CC0.1 Introduction Please give a general description and introduction to your organization. Ford Motor Company is a global automotive and mobility company based in Dearborn, Michigan. With about 201,000 employees and 67 plants worldwide, the company s core business includes designing, manufacturing, marketing, financing and servicing a full line of Ford cars, trucks, SUVs and electrified vehicles, as well as Lincoln luxury vehicles. At the same time, Ford is aggressively pursuing emerging opportunities through Ford Smart Mobility, the company s plan to be a leader in connectivity, mobility, autonomous vehicles, the customer experience, and data and analytics. The company provides financial services through Ford Motor Credit Company. For more information regarding Ford and its products worldwide or Ford Motor Credit Company, visit Contributing to a better world always has been a core value at Ford, and our commitment to sustainability is a key part of our company DNA. Ultimately, our vision is to make people s lives better by changing the way the world moves, just as Henry Ford did more than a century ago. We are driving innovation in every part of our business to deliver profitable growth for all, from our employees to our supply chain partners. We remain committed to deliver world-class vehicles that use safe and sustainable technologies and that give our customers the freedom to live, work and play where they want. We are committed to running a strong and responsible business that treats our customers, our employees, our communities and our planet with respect. Our sustainability efforts today can bring about a better tomorrow: We are investing $4.5 billion in electrified vehicle (EV) solutions and will add 13 new EVs to our portfolio by 2020 Our continued investment in lightweighting technologies is helping us reduce overall vehicle weight and improve fuel economy Ford is the only automaker named to the World s Most Ethical Company list by Ethisphere Institute, and we have made the list for seven consecutive s We earned an A grade for our water conservation efforts from CDP. By sharing best practices through our Partnership for A Cleaner Environment (PACE) program, we are lowering the collective environmental footprint of our entire supply chain. We celebrated the 10- anniversary of the Ford Volunteer Corps with a Global Month of Caring, and launched new programs to develop our next generation of philanthropic leaders and to offer employees funding for new community projects. Details of our strategies, goals and progress can be found within the 2015/16 Sustainability Report ( CC0.2 Reporting Year Please state the start and end date of the for which you are reporting data. The current reporting is the latest/most recent 12-month period for which data is reported. Enter the dates of this first. We request data for more than one reporting period for some emission accounting questions. Please provide data for the three s prior to the current reporting if you have not provided this information before, or if this is the first time you have answered a CDP information request. (This does not apply if you have been offered and selected the option of answering the shorter questionnaire). If you are going to provide additional s of data, please give the dates of those reporting periods here. Work backwards from the most recent reporting. Please enter dates in following format: day(dd)/month(mm)/(yyyy) (i.e. 31/01/2001). Enter Periods that will be disclosed Thu 01 Jan Thu 31 Dec 2015 CC0.3 Country list configuration Please select the countries for which you will be supplying data. If you are responding to the Electric Utilities module, this selection will be carried forward to assist you in completing your response. Select country United States of America Rest of world CC0.4 Currency selection Please select the currency in which you would like to submit your response. All financial information contained in the response should be in this currency. USD($) CC0.6 Modules As part of the request for information on behalf of investors, electric utilities, companies with electric utility activities or assets, companies in the automobile or auto component manufacture sub-industries, companies in the oil and gas sub-industries, companies in the information technology and telecommunications sectors and companies in the food, beverage and tobacco industry group should complete supplementary questions in addition to the main questionnaire. If you are in these sector groupings (according to the Global Industry Classification Standard (GICS)), the corresponding sector modules will not appear below but will automatically appear in the navigation bar when you save this page. If you want to query your classification, please respond@cdp.net. If you have not been presented with a sector module that you consider would be appropriate for your company to answer, please select the module below. If you wish to view the questions first, please see Module: Management Page: CC1. Governance CC1.1 Where is the highest level of direct responsibility for climate change within your organization? Board or individual/sub-set of the Board or other committee appointed by the Board CC1.1a Please identify the position of the individual or name of the committee with this responsibility The Sustainability and Innovation Committee of the Board of Directors is comprised of 8 directors, where 6 are independent. During the 2015 calendar, the Committee convened four (4) times. The Board has overall responsibility for the oversight of risk management at Ford, while management is responsible for day-to-day risk management.

2 The oversight responsibility of the Board and its Committees is supported by Company management and the risk management processes that are currently in place. Ford has extensive and effective risk management processes, relating specifically to compliance, reporting, operating and strategic risks. Compliance Risk encompasses matters such as legal and regulatory compliance (e.g., Foreign Corrupt Practices Act, environmental, OSHA/safety, etc.). Reporting Risk encompasses matters such as legal and regulatory compliance (e.g., Foreign Corrupt Practices Act, environmental, OSHA, safety, etc.). Operating Risk addresses the myriad of matters related to the operation of a complex company such as Ford (e.g., quality, supply chain, sales and service, financing and liquidity, product development and engineering, labor, etc.). Strategic Risk encompasses somewhat broader and longer-term matters, including, but not limited to, technology development, sustainability, capital allocation, management development, retention and compensation, competitive developments, and geopolitical developments. Substantive changes to our plans for addressing climate change - whether relating to our products, facilities or policies - are highlighted and agreed to at the highest levels of Ford's executive management through the Business Plan Review process chaired by the CEO. Related emerging issues are reviewed as needed in Special Attention Review meetings. In addition, strategic product and manufacturing direction related to climate change goals is provided by a senior executive committee, made up of vice president and executive stakeholders, who guide the development of the vision, policy and business goals. Related executive planning teams are responsible for developing detailed and specific policy, product and technical analyses to meet objectives. These teams base their plans on scientific data and promote actions that will help achieve the Company's environmental ambitions, recognizing the need to use a holistic approach to effectively protect the environment. Metrics have been established and are reviewed regularly to ensure satisfactory progress. We have also developed strategic principles to guide our approach. CC1.2 Do you provide incentives for the management of climate change issues, including the attainment of targets? Yes CC1.2a Please provide further details on the incentives provided for the management of climate change issues Who is entitled to benefit from these incentives? Facility managers Business unit managers All employees Environment/Sustainability managers The type of incentives Monetary reward Monetary reward Monetary reward Recognition (non-monetary) Incentivized performance indicator Emissions reduction target Energy reduction project Energy reduction target Efficiency target Emissions reduction target Energy reduction target Efficiency target Emissions reduction target Energy reduction target Efficiency target Emissions reduction project Energy reduction project Efficiency project Ford's plant managers have targets for many metrics, including environmental metrics such as water use, waste sent to landfill, energy use, CO2, etc. These targets are included in the calculation of performance incentives. Ford's division and operations managers oversee several individual plants and, as such, have targets for many metrics, including environmental metrics such as water use, waste sent to landfill, energy use, CO2, etc. These targets are included in the calculation of performance incentives. The Compensation Committee of the Board of Directors approved the specific performance goals and business criteria to be used for purposes of determining the cash awards for 2015 participants, including executive officers, under the Company s shareholder-approved Annual Incentive Compensation Plan. The Corporate performance criteria and weightings used for 2015 under the plan include those relating to climate change/ghg. Ford's Environmental Quality Office presents annual Environmental Leadership Awards in each different region of the globe. Projects are judged by subject matter experts within the Company on environmental benefit, cost effectiveness, replicability, and several other criteria. Awards are presented at regional workshops and also re-presented in ceremonies at the winning facilities. Page: CC2. Strategy CC2.1 Please select the option that best describes your risk management procedures with regard to climate change risks and opportunities Integrated into multi-disciplinary company wide risk management processes CC2.1a Please provide further details on your risk management procedures with regard to climate change risks and opportunities Frequency of monitoring Annually To whom are results reported? Senior manager/officer Geographical areas considered Globally where we have operations How far into the future are risks considered? > 6 s Ford s governance of sustainability issues builds on a strong foundation of Board of Director and senior management accountability for the Company s environmental, social and economic performance. At the Board level, the Sustainability Committee has primary responsibility for reviewing strategic sustainability issues, though some of those issues are also addressed in other committees and by the Board as a whole. Within management, the Vice President of Sustainability, Environment and Safety Engineering has primary responsibility for sustainability issues and oversees the Sustainable Business Strategies, Environmental Policy, and Safety Policies, as well as having input on technology strategies and research priorities. CC2.1b Please describe how your risk and opportunity identification processes are applied at both company and asset level COMPANY LEVEL The Board has overall responsibility for the oversight of risk management at Ford, while management is responsible for day-to-day risk management. Ford has extensive and effective risk management processes, relating specifically to compliance, reporting, operating and strategic risks. Operating Risk addresses the myriad of matters related to the operation of a complex company such as Ford. Strategic Risk encompasses broader and longer-term matters, including, but not limited to, technology development, sustainability, competitive developments and geopolitical developments. We have institutionalized the Creating Value Roadmap Process (CVRP), which includes a Business Plan Review and Special Attention Review process where, on a weekly basis (more often where circumstances dictate), the senior leadership from each of the Business Units and the Functional Skill Teams reviews the status of the business, the risks and opportunities presented to the business and develops specific plans to address those risks and opportunities. Ford adopted a formal policy that requires the CVRP to be implemented by all Business Units and Functional Skill Teams. The Board recognizes the CVRP as the Company s primary risk management tool. ASSET LEVEL Physical Risks: We assess climate-related risks to our facilities, such as shifting patterns of extreme weather, at least annually. For instance, extreme weather has the potential to disrupt the production of natural gas, a fuel we need to manufacture our vehicles. To minimize the risk to our operations, we have established firm delivery contracts with natural gas suppliers and installed propane tank farms at key manufacturing facilities as a source of backup fuel. Supply Chain Risks: Like Ford, our suppliers are subject to market, regulatory and physical risks related to climate change. These risks could affect their competitiveness or ability to operate, creating the potential for disruptions to the flow of supplies to Ford. CC2.1c How do you prioritize the risks and opportunities identified? We prioritize the risks and opportunities posed by climate change consistent with our materiality analysis, the magnitude of the impact and our ability to control the outcome. Our long-term strategy is to contribute to climate stabilization by:

3 1 - Continuously reducing the greenhouse gas (GHG) and energy usage of our operations; 2 - Developing the flexibility and capability to market lower-ghg-emission products, in line with evolving market conditions; and 3 - Working with industry partners, energy companies, consumer groups and policy makers to establish an effective and predictable market, policy and technological framework for reducing GHG. Our product plans in all regions are aligned with our overall goal of contributing to climate stabilization. Our technology and product strategy to meet this goal is based on the modeling of vehicle and fuel contributions to emission reductions and an analysis of market and regulatory trends. Our climate change strategy is supported by our sustainable mobility governance, which establishes structures and accountability for implementing the strategy. CC2.2 Is climate change integrated into your business strategy? Yes CC2.2a Please describe the process of how climate change is integrated into your business strategy and any outcomes of this process 1) INTEGRATION INTO OUR BUSINESS STRATEGY: Our Sustainability, Environmental & Safety Engineering organization oversees sustainability strategy development, integration and implementation by identifying emerging challenges and opportunities and mobilizing resources within the company to address them and help us remain competitive in a changing world. Our business units have set goals and targets related to sustainability and tied to the overall corporate business plan. Like all objectives related to the business plan, progress is monitored throughout the so there is timely warning if targets are at risk of not being achieved. When that occurs, steps are identified to get back on track. SCIENCE-BASED APPROACH: We set emission-reduction goals for our products by region and manufacturing operations based on stabilizing the atmospheric concentration of CO2 at 450 parts per million (ppm), the level that many scientists, businesses and government agencies believe may avoid the most serious effects of climate change. We work cooperatively with the public and private sectors to advance climate change solutions. 2) Vehicles and other forms of transportation emit greenhouse gases and contribute to climate change, where Ford is responding to these global trends and challenges by leveraging our core strengths in automotive while driving innovation to create mobility solutions of the future. Two of the most substantial decisions, Impacting Mobile Source CO2 Emissions a) Transformation of a core product in response to regulatory requirements driven by climate change: When it came time to update the F 150, we redesigned the vehicle from the wheels up, with major changes in design and materials that make it the toughest, smartest, most capable and fuel-efficient F-150 ever. Closed loop aluminum and seat fabric recycling processes significantly reduce life-cycle waste and greenhouse gas. Increasing the amount of high-strength steel in the new F 150 s frame from 22 percent to 77 percent and dramatically expanding the use of high-strength, military-grade, aluminum alloy in its body helped Ford engineers cut overall vehicle weight by up to 700 pounds. Yet the new F-150 tows up to an additional 1,100 pounds, accelerates faster and brakes more quickly. b) A Move toward Smart Mobility driven by changing consumer demand for low carbon transportation: We have developed what we call our Blueprint for Mobility, which is our multi-decade strategy for helping to create a better world. We have a range of experiments today that we believe will lead to all-new models of transportation and mobility within the next 10 s and beyond. We envision a future in which vehicles can communicate with one another to warn of traffic or infrastructure delays so the driver can take another route, saving time and reducing congestion; where vehicles sense each other s presence, helping to avert accidents and improve safety; and where people routinely share vehicles and use multiple forms of transportation, enabled through more and better information. 3) Physical Risks to Climate Change influencing our strategy: a) Products and facilities - Continuously reducing the greenhouse gas (GHG) and energy usage of our operations; Developing the flexibility and capability to market lower-ghgemission products, in line with evolving market conditions; Working with industry partners, energy companies, consumer groups and policy makers to establish an effective and predictable market, policy and technological framework for reducing GHG b) Investors are showing greater concern about climate change as a material risk for many companies. A variety of voluntary public registries and information services are providing information to investors about greenhouse gas, while in some countries, companies are required to disclose information about their climate risks. c) Physical Risks: We assess the risks each of our facilities faces (with input from third-party engineers) at least annually. This takes into account the risk of exposure to hurricanes, tornadoes, other storms, flooding and earthquakes. As a result, we believe we have a good understanding of the physical risks faced by our facilities and how those risks are changing over time. Extreme weather has the potential to disrupt the production of natural gas, a fuel necessary for the manufacture of vehicles. To minimize production interruptions, we have established firm delivery contracts with natural gas suppliers and installed propane tank farms at key manufacturing facilities as a source of backup fuel. Higher utility rates have prompted Ford to revisit and implement energy-efficiency actions that previously did not meet our internal rate of return. d) Our suppliers, located in more than 60 countries, are subject to market, regulatory and physical risks as a result of greenhouse gas regulation and the impacts of climate change and could affect their competitiveness or ability to operate, creating the potential for disruptions to the flow of supplies to Ford. 4) Near term competitive advantage is achieved by offering our customers a portfolio of products that provide fuel efficient or low carbon transportation. We continue to pursue opportunities to further improve vehicles with conventional gasoline and diesel powertrains. We are implementing a range of advanced engine and transmission technologies as well as improving aerodynamics and reducing weight. Alternative fuels and powertrains are playing a growing role in reducing carbon. We now offer a range of alternatives to conventional internal combustion vehicles, including electrified vehicles hybrids, plug-in hybrids and all-electric vehicles plus vehicles that run on clean diesel, renewable biofuels, natural gas and propane. We are also working to advance hydrogen fuel cell vehicle technologies. 5) Ford has established science based targets for both products and facilities aligned with limiting the impacts of climate change long term. These targets are directly linked to technologies and Ford Smart Mobility to deliver low carbon transportation solutions in the future. 6) Climate change is shaping the way we do business and creates a strategic advantage. We are expanding our business model to be both an auto and a mobility company. Our strategy involves continually strengthening and investing in our core automotive business, while aggressively pursuing new emerging opportunities through Ford Smart Mobility our plan to be a leader in connectivity, mobility, autonomous vehicles, the customer experience, and data and analytics. Addressing the risks and effects of global warming is of paramount importance to Ford, and it s not just in our manufacturing facilities where we are working to reduce our footprint and create a better world. CC2.2c Does your company use an internal price of carbon? No, and we currently don't anticipate doing so in the next 2 s CC2.3 Do you engage in activities that could either directly or indirectly influence public policy on climate change through any of the following? (tick all that apply) Direct engagement with policy makers Trade associations Funding research organizations CC2.3a On what issues have you been engaging directly with policy makers? Focus of legislation Regulation of methane Cap and trade Energy efficiency Corporate Position Support with minor exceptions Support with minor exceptions Support Details of engagement Ford engages on a variety of issues related to CO2 and climate change including our work with NHTSA and EPA in the development and promulgation of aggressive light and heavy duty fuel economy and GHG standards. The light duty standards put automobile manufacturers on path to reduce vehicle GHG by approximately 50 percent over the life of the program. The heavy duty standards save approximately 530 million barrels of oil over the life of the program. Ford will continue to engage constructively with the Ontario government (MOECC, MEDEI, MOF, etc.) on climate change through the Canadian Vehicle Manufacturers Association (CVMA). Ford is a member of a governor's focus group developing and supporting energy efficiency programs in Michigan. Proposed legislative solution Ford continues to work with the Obama Administration and policy makers on these regulations and the upcoming mid-term review of the fuel economy and GHG standards and the next phase of the heavy duty program for 2019 and beyond. Minimize the impact of cap and trade program on all operations vehicle assembly and components as well as the supply chain by recognizing that automotive manufacturing and its associated supply chain is trade sensitive. Regulated utility requirement to meet energy efficiency targets. CC2.3b Are you on the Board of any trade associations or provide funding beyond membership? Yes CC2.3c Please enter the details of those trade associations that are likely to take a position on climate change legislation

4 Trade association Ford works with a broad range of industry and trade organizations to encourage debate and provide insight and background on a variety of issues related to CO2 and climate change, including alternative fuels, alternative fuel vehicles, transportation policy, regulations, research and development initiatives and tax policy. One organization that we interface with corporate wide is the Alliance of Automobile Manufacturers. Is your position on climate change consistent with theirs? Consistent Please explain the trade association's position The Alliance of Automobile Manufacturers is an advocacy group for the auto industry, represented by the BMW Group, Fiat Chrysler Automobiles, Ford Motor Company, General Motors Company, Jaguar Land Rover, Mazda, Mercedes-Benz USA, Mitsubishi Motors, Porsche, Toyota, Volkswagen Group of America and Volvo Cars North America. The Alliance develops and implements solutions to public policy challenges that promote sustainable mobility and benefit society in the areas of environment, energy and motor vehicle safety. How have you, or are you attempting to, influence the position? We continue to actively engage and encourage debate on a wide range of issues within these groups. CC2.3d Do you publicly disclose a list of all the research organizations that you fund? No CC2.3f What processes do you have in place to ensure that all of your direct and indirect activities that influence policy are consistent with your overall climate change strategy? Ford seeks to be an active participant in the political process in a manner that is transparent and supports our business interests. Across a range of issues, we strive to be part of the solution, supporting international, national, regional and local policies that are economically, environmentally and socially sustainable for our company, our customers and their communities. On issues of the highest priority, including issues related to climate change, we maintain regular dialogue with legislators and regulatory officials in our major markets, sharing our expertise and adding our perspective to the policy-making process. Our Government Affairs offices around the world oversee these lobbying activities. We belong to a broad range of partnerships, coalitions, industry groups and trade associations that advocate for legislation and regulation on behalf of their members. Ford s participation in the industry associations is cross-functional, including Government Affairs, Legal staff, Public Affairs and the Sustainability, Environment and Safety Engineering team. This assures a consistent internal and external policy and messaging that is aligned with our overall climate change strategy. Working with others through such organizations enables us to better leverage our resources on important issues, and to develop and promote policies that could have far-reaching benefits for our company, but also our industry and society as a whole. Of course, we don t always agree with every position taken by these organizations; in such cases, we always reserve the right to speak with our own voice and make our own stance clear, even if our views don t align with the positions of the associations to which we belong. Page: CC3. Targets and Initiatives CC3.1 Did you have an reduction or renewable energy consumption or production target that was active (ongoing or reached completion) in the reporting? Intensity target CC3.1b Please provide details of your intensity target ID Scope Int1 Int2 Scope 1+2 (locationbased) Scope 3: Use of sold products % of in scope 100% 30% 70% 48% % reduction from base Metric Metric tonnes CO2e per unit of production Grams CO2e per kilometer* Base Normalized base covered by target Target Yes Yes Is this a sciencebased target? The normalized base have been adjusted for facility divestitures and acquisitions. Ford has been a leader in facilities-related greenhouse gas (GHG) and energy-use reductions, public reporting of our GHG, and participation in GHG reduction and trading programs. In 2010, Ford adopted a goal to reduce our facility carbon dioxide by 30 percent by 2025 on a per-vehicle basis. The 2025 target is based on model calculations of stabilizing atmospheric CO2 concentrations at 450 ppm. This goal complements our longstanding facility energy use targets. The U.S. Environmental Protection Agency (EPA) awarded Ford a Goal Setting Certificate for this strategy at its inaugural Climate Leadership Awards Ceremony. Ford was the only automaker to be recognized. The normalized base represent the fleet average of lightduty vehicles in the US and passenger cars in the EU, based on the regulatory drive cycles used in each respective region. Please note that aggregate on-road customer usage patterns may differ from the regulatory drive cycles in various ways. The 2030 target is approximate, and is used as guidance for long-term planning pending final vehicle regulations applicable to that time frame. The 2030 target is based on model calculations of stabilizing atmospheric CO2 concentrations at 450 ppm. A detailed description of the 450 ppm CO2 glide path model is provided in our Sustainability Report CC3.1c Please also indicate what change in absolute this intensity target reflects ID Direction of change anticipated in absolute Scope 1+2 at target completion? % change anticipated in absolute Scope 1+2 Direction of change anticipated in absolute Scope 3 at target completion? Int1 Decrease 10 No change 0 Int2 No change 0 Decrease 48 % change anticipated in absolute Scope 3 Given past trends Ford expects the absolute CO2 from manufacturing operations to decrease by at least 10%. Absolute reductions are dependent on unknown future sales volumes. We have assumed the same future share as the 2010 sales share giving the same percent reduction in absolute and intensity targets. CC3.1e For all of your targets, please provide details on the progress made in the reporting

5 ID % complete (time) % complete ( or renewable energy) Int1 33% 91% Int2 25% 20% Ford's total CO2 increased by 2.5 percent from 2014 to 2015, but CO2 per vehicle produced decreased by 5.2 percent during that period, reflecting increased overall energy efficiency in our facilities. While Ford's CO2 are linked to the amount of energy used, they do not necessarily increase or decrease by exactly the same amount as our energy use, due to variations in energy sources and related factors. Ford reduced our overall facilities-related CO2 by 14.2 percent, or 0.2 million metric tons, from 2010 to During this same period, we reduced facilities-related CO2 per vehicle produced by 27.2 percent. While Ford's product development plans are based upon delivering these long-term reductions in CO2, we anticipate that the over- reductions will vary somewhat. In some s the reductions will be greater and in other s they will be less. That is because delivering on these targets will be dependent to some degree on market forces that we do not fully control (e.g., changes in energy prices and changes in the mix of vehicles demanded by the consumers in the markets in which we operate). Furthermore, our product strategy is based on multiple inputs, including regulatory requirements, competitive actions and technology plans. CC3.2 Do you classify any of your existing goods and/or services as low carbon products or do they enable a third party to avoid GHG? Yes CC3.2a Please provide details of your products and/or services that you classify as low carbon products or that enable a third party to avoid GHG Level of aggregation Group of products Description of product/group of products Hybrid electric vehicles and plug-in hybrid electric vehicles Are you reporting low carbon product/s or avoided? Avoided Taxonomy, project or methodology used to classify product/s as low carbon or to calculate avoided Other: Internal calculation % revenue from low carbon product/s in the reporting % R&D in low carbon product/s in the reporting HEVs and PHEVs provided lower fuel consumption resulting in reduced CO2. In the US, for example, Fusion Hybrids and Fusion Energis (PHEV) using US average electricity have saved over 1.1 million tonnes of CO2 compared to a conventional 2.5L Fusion since CC3.3 Did you have reduction initiatives that were active within the reporting (this can include those in the planning and/or implementation phases) Yes CC3.3a Please identify the total number of projects at each stage of development, and for those in the implementation stages, the estimated CO2e savings Stage of development Number of projects Total estimated annual CO2e savings in metric tonnes CO2e (only for rows marked *) Under investigation 0 0 To be implemented* 0 0 Implementation commenced* Implemented* Not to be implemented 0 0 CC3.3b For those initiatives implemented in the reporting, please provide details in the table below Activity type Description of activity annual CO2e savings (metric tonnes CO2e) Scope Voluntary/ Mandatory Annual monetary savings (unit currency - as specified in CC0.4) Investment required (unit currency - as specified in CC0.4) Payback period lifetime of the initiative Energy efficiency: Building services Energy efficiency: Building services Energy efficiency: Building services Energy efficiency: Processes Energy efficiency: Building services Energy efficiency: Building services Energy efficiency: Processes LED Lighting Conversion: Replace approximately 3, watt metal halide and high pressure sodium fixtures with LED high bay fixtures. Compressed Air System Optimization Steam system Conversion Paint Spray Booth Heat Recovery Boiler/Hot Water system optimization Cooling system optimization Coolant system VSDs Scope 2 (locationbased) Voluntary s 6-10 s Voluntary 4-10 s s Multiple Locations Voluntary 4-10 s s Voluntary 4-10 s s Voluntary 4-10 s s Multiple locations Voluntary 4-10 s s Multiple locations Voluntary 4-10 s s

6 Activity type Description of activity annual CO2e savings (metric tonnes CO2e) Scope Voluntary/ Mandatory Annual monetary savings (unit currency - as specified in CC0.4) Investment required (unit currency - as specified in CC0.4) Payback period lifetime of the initiative Other Ford Partnership for a Cleaner Environment (PACE) supply chain program Scope 3 Voluntary Ongoing In 2015 we expanded our pilot Partnership for a Cleaner Environment (PACE) program to include 25 strategies suppliers, representing 800 manufacturing sites in 41 countries. Our goal is to teach our suppliers about the energy and water savings and waste reduction initiatives Ford has implemented across our plants, with the hope that our suppliers will implement some of these initiatives in their own manufacturing facilities. To further amplify environmental responsibility and sustainability impact further down the supply chain, we are also encouraging our Tier 1 suppliers to share these best practices with their own suppliers. CC3.3c What methods do you use to drive investment in reduction activities? Other Method Partnering with governments on technology development Dedicated budget for low carbon product R&D Partnering with governments on technology development In North America, Ford continues to use energy performance contracting as a financing tool to upgrade and replace infrastructure at its plants, commercial buildings and research facilities. Through these contracts, Ford partners with suppliers to replace inefficient equipment, funding the capital investment over time through energy savings. Projects have been implemented to upgrade lighting systems, paint-booth process equipment and compressed air systems, and to significantly reduce the use of steam in Ford's manufacturing facilities. In 2013, Ford joined the U.S. Department of Energy s (DOE) Better Buildings, Better Plants program, a national partnership initiative to drive a 25 percent reduction in industrial energy intensity in 10 s against a 2011 baseline. Twenty four of Ford's U.S. plants are part of this initiative. For the past eight s, Ford has been following an ambitious plan of vehicle technology and alternative powertrain and fuel actions. By implementing this consistently, we are improving fuel economy and reducing CO2 across our product portfolio, and working toward a more sustainable future. Our Global Technology Migration Path for CO2 Reduction detailing near, mid and long-term actions is available at Ford developed a Paint Emissions Concentrator (PEC) technology (formerly referred to as fumes-to-fuel ), which uses a fluidized bed adsorber and desorber and condensation equipment to collect and concentrate solvent into a liquid. The intent of the technology is to collect a portion of the VOCs from the spray-booth exhaust, superconcentrate them in the PEC, then condense and store them on-site for use as fuel source. In this way, the solvent are recycled back into the production process and overall VOC are reduced. Ford is currently using this technology at our Oakville facility. Ford's PEC technology has the potential to reduce CO by 70 to 80 percent compared to traditional abatement equipment. PEC technology coupled with the recycling of collected solvents also has the potential to eliminate nitrogen oxide compared to conventional abatement approaches, which involve the oxidation of the solvents. In addition, there is potential to reform the captured VOCs into hydrogen, which could be used as a fuel for fuel cells. Ford is working with a Canadian company to advance the PEC technology and evaluate the potential for producing and using hydrogen fuel. Page: CC4. Communication CC4.1 Have you published information about your organization s response to climate change and GHG performance for this reporting in places other than in your CDP response? If so, please attach the publication(s) Publication In mainstream reports (including an integrated report) but have not used the CDSB Framework In other regulatory filings In voluntary communications Status Page/Section reference Complete Pages 8-10, 16/ K Complete Complete Pages 4-6/Climate Change and Strategy section of the 2015/16 Sustainability Report. Pages 66-67/CO2 data section of the 2015/16 Sustainability Report Attach the document Change 2016/Shared Documents/Attachments/CC4.1/CC4.1 - GHG info from K.pdf Change 2016/Shared Documents/Attachments/CC4.1/CC4.1 - Climate Change Strategy response.pdf Change 2016/Shared Documents/Attachments/CC4.1/CC4.1 - Climate CO2 data response.pdf Module: Risks and Opportunities Page: CC5. Climate Change Risks CC5.1 Have you identified any inherent climate change risks that have the potential to generate a substantive change in your business operations, revenue or expenditure? Tick all that apply Risks driven by changes in regulation Risks driven by changes in physical climate parameters Risks driven by changes in other climate-related developments CC5.1a Please describe your inherent risks that are driven by changes in regulation

7 Risk driver Product efficiency regulations and standards Carbon taxes Description If governments (US, EU, China, Saudi Arabia, Brazil, etc.) seek to enforce extreme fuel economy or GHG standards in spite of unfavorable market conditions or inadequate technology development, we likely would be forced to take actions that could have adverse effects on our sales volume and profits. Such actions could include restricting engines and options; increasing market support programs for our most fuelefficient vehicles; and curtailing the production and sale of certain vehicles in order to maintain compliance. Carbon taxes have the potential to add significant costs to our business through the imposition of taxes directly on Ford, and indirectly through the imposition of taxes on our suppliers. We are continuing our work to better understand the risks and opportunities of such measures on our suppliers and, by extension, on our Company. Potential impact Reduction/disruption in production capacity Increased operational cost Timeframe Direct/ Indirect >6 s Direct 3 to 6 s Indirect (Supply chain) Likelihood About as likely as not More likely than not Magnitude of impact Mediumhigh Mediumhigh financial implications Financial implications would vary depending on the specific details of a given scenario, including the stringency of the standard relative to market conditions, and the degree of flexibility in the regulatory framework. For illustration purposes, a regulatory program that drove a 1% decrease in sales within North America and Europe could lead to an estimated decrease in net income of nearly $100 million, based on 2015 regional sales and profit. It should be noted that financial impacts are not necessarily linear in nature. The adverse financial impacts of large initiatives that drive product restrictions and/or production shutdowns could be exponentially greater than the impacts of less drastic initiatives. If governmental agencies seek to enforce extreme fuel economy or GHG standards in spite of unfavorable market conditions or inadequate technology development, we likely would be forced to take actions that could have adverse effects on our sales volume and profits. Such actions could include restricting engines and options; increasing market support programs for our most fuelefficient vehicles; and curtailing the production and sale of certain vehicles in order to maintain compliance. Management method We manage the risk by being an active participant in the legislative and regulatory processes used to set standards, and by providing information to governmental authorities regarding the effect of proposed regulations on our business while supporting the general direction of decreasing CO2 with our scientific approach. On issues of the highest priority, we maintain regular dialogue with legislators and regulatory officials in our major markets, sharing our expertise and adding our perspective to the policymaking process. In Sept we hosted an information exchange with US EPA, NHTSA and California ARB emphasizing capabilities and challenges related to future light-duty fuel economy and GHG emission standards. We also manage the risk through our Power of Choice strategy, through which we offer a wide range of fuel efficient vehicles and powertrains. We believe this approach puts us in a good position to be able to meet regulatory requirements yet respond to changes in market demand. Beginning in 2010, we launched a program with a select group of our suppliers to better understand the collection and reporting of greenhouse gas data in our supply chain. Our goal is to better understand the carbon footprint of our supply chain and to use the data to create a broad-based carbon management (related to risks and opportunities) approach for our supply chain. Suppliers were chosen to participate in the GHG survey based on a variety of criteria, which included the following: The GHG intensity of the commodities supplied; the nature of the business relationship with Ford; and the geographic footprint of the supplier s global operations. We manage the risk by being an active participant in the legislative and regulatory processes used to set standards, and by providing information to governmental authorities regarding the effect of proposed regulations on our business. We also manage the risk through our Power of Choice strategy, through which we offer our customer a wide range of vehicles and powertrains. We believe this approach puts us in a good position to be able to respond to changes in market demand and/or regulatory requirements. Cost of management Ford's Engineering, Research and Development expenses were $6.7 billion in There are limits on our ability to achieve fuel economy improvements over a given timeframe primarily relating to the cost and effectiveness of available technologies, consumer acceptance of new technologies, the appropriateness of certain technologies for use in particular vehicles, the availability of supporting infrastructure for new technologies, and the resources necessary to deploy new technologies across a wide range of products and powertrains in a short time. There are limits on our ability to achieve fuel economy improvements over a given timeframe primarily relating to the cost and effectiveness of available technologies, consumer acceptance of new technologies, the appropriateness of certain technologies for use in particular vehicles, the availability of supporting infrastructure for new technologies, and the resources necessary to deploy new technologies across a wide range of products and powertrains in a short time. CC5.1b Please describe your inherent risks that are driven by changes in physical climate parameters Risk driver Description Potential impact Timeframe Direct/ Indirect Likelihood Magnitude of impact financial implications Management method Cost of management

8 Risk driver Change in precipitation extremes and droughts Change in precipitation extremes and droughts Description Potential impact Timeframe Global climate change has the potential to lead to increased extreme precipitation events that produce flooding which can disrupt production either directly or through interruptions to the supply chain. Ford has both direct operations plants and indirect suppliers' facilities in areas at the risk of flooding. In 2011, flooding in Thailand led to 34,000 units of lost production. Global climate change has the potential to exacerbate droughts. We cannot be certain that we will always have access to water of the quantity and quality that our operations require. We have identified that approximately 25 percent of our operations, including the Cuautitlán, Mexico facility, are at risk to be water-scarce based on the Global Water Tool, developed by the World Business Council for Sustainable Development (WBCSD). Water availability is a local issue, therefore we conducted our analysis using detailed watershedlevel data. According to our analysis, about 25 percent of our operations are located in regions that are now or will be considered to be at risk for water scarcity by Reduction/disruption in production capacity Reduction/disruption in production capacity Direct/ Indirect 1 to 3 s Indirect (Supply chain) Likelihood About as likely as not >6 s Direct About as likely as not Magnitude of impact Medium Medium financial implications Based on data from our experience with flooding in Thailand in 2011, over $5000 was lost for each unit of reduced production. Our facilities in Mexico are located in waterscarce regions. Our manufacturing facility in Cuautitlán, Mexico, for example, is already subject to water-withdrawal limitations. The Cuautitlán plant produced over 100,000 vehicles in 2015, or 3% of North American production. If Cuautitlán production was stopped due to the unavailability of water, 3% of 2015 North American income before taxes is over $300 million. Management method Our purchasing operations has implemented a Risk Exposure Index developed by the Ford-MIT Alliance. The REI enables us to identify the key elements in the supply chain that we should monitor, along with the industry as a whole, for potential disruptions to production due to climate change-induced weather events or other natural or man-made disasters. Our model includes GDACS (Global Disaster Alert and Coordination System) and HEWS(Humanitarian Early Warning Service) as a part of our monitoring process for potential disruptions related to weather. As weather is difficult to predict, we use this for exposure assessment and recovery planning. Recently, we used these tools to understand the potential business disruption exposure of typhoons hitting the Philippines. We assess the risks each of our facilities faces (with input from thirdparty engineers) at least annually. This risk assessment is updated based on new data and takes into account the risk of exposure to hurricanes, tornadoes, other storms, flooding and earthquakes. Extreme weather has the potential to disrupt the production of natural gas, a fuel necessary for the manufacture of vehicles. Supply disruptions raise market rates and jeopardize the consistency of vehicle production. To minimize the risk of production interruptions, Ford has established firm delivery contracts with natural gas suppliers and installed propane tank farms at key manufacturing facilities as a source of backup fuel. Our water strategy aligns with the core elements of the CEO Water Mandate, a private-public initiative launched by the UN Secretary-General in Companies that support the CEO Water Mandate commit to implementing the framework s six core elements for water management and pledge to publicly report their progress annually. Ford endorsed the Water Mandate in We developed our water strategy to prioritize addressing our water use, supplier water use and community water issues in water-stressed regions water-scarce regions identified using the Global Water Tool, developed by the World Business Council for Sustainable Development (WBCSD). We are investing in watersaving technologies and process improvements across our global operations. Wherever feasible, we take successful projects and mirror them in other locations. Our newest plants use a set of advanced and environmentally friendly technologies to dramatically cut water use such as implementing membrane biological reactors (MBR) and reverse-osmosis processes to recycle water from our on-site wastewater treatment plants in arid Cost of management Ford has made over $1.5 million in research and capital investments to implement the supply chain monitoring program. There are plans to continue investing more over the next 3-4 s. Higher utility rates have prompted Ford to revisit and implement energyefficiency actions that previously did not meet our internal rate of return. Many of these new systems require substantial capital investments, so we have been adding them on a rolling basis as we update equipment and bring new facilities online, especially in areas where water is more scarce. In Pretoria, for example, our $2.5 million on-site wastewater treatment plant at the Silverton Assembly Plant is increasing the amount of water that can be reused by up to 15 percent.