36 Ford Business Principles ABCD Engage Stakeholders Customers

36 Ford Business Principles ABCD Engage Stakeholders • Customers • Employees/Unions • Suppliers • Dealers • Investors • NGOs Report and Communicate Progress Define Strategies • Review strategic factors • Prioritize risks and opportunities • Set imperatives & objectives Great Products Strong Business Better World Monitor and Measure Progress • Operating reviews • Individual Performance appraisals Develop Business Plans • Set targets • Allocate capital Implement Plans • Implement balanced scorecards • Utilize business processes(FPDS, FPS, TVM, etc. )

ABCD 37 Vision，Principles (Objectives) & Strategies Vision (願 景) to Build Great Products, a Strong Business, and a Better World Accountability < Principle - Honest and open model, highest standards of corporate integrity < Strategies - Public disclosure and regular reporting for stakeholders’ concerns - Accurate & forthright statements, ethical, conflicts of interest, zero tolerance for improper payments

ABCD Vision，Principles (Objectives) & Strategies Products and Customers < Principle - Excellence < Strategies - Customer satisfaction and royalty - Understand market and anticipate needs - Innovative and high value (function, price, quality, S&E) Environment < Principle - Respect natural environment & help preserve for future generations < Strategies - Provide effective environmental solutions - Continue to reduce environmental impact & contribute to SD - Manage over resource usage & materials of nonrenewable concern - Eliminate waste 38

ABCD Vision，Principles (Objectives) & Strategies Safety < Principle - Protect S&H for persons who make, distribute or use our product < Strategies - Create the safest possible workplace - Continue to reduce the risk of accidents, injuries & fatalities involving our products - Protect people and property Community < Principle - Contribute the communities where we work around the world < Strategies - Basic human rights of all people within our business & the entire supply chain in line with the legitimate role of business - Being sensitive and engaging in the cultures of the communities - Responsible & mutually beneficial investment in the communities 39

ABCD Vision，Principles (Objectives) & Strategies Quality of relationship < Principle - Trust and respect from our investors, customers, dealers, employees, unions, business partners and society < Strategies - A caring culture of partnership and mutual benefit - Developing employees’ individual & team skills to reach their full potential and contribute to the company’s success - A business climate of encouraging innovation, learning and exceptional performance - Actively pursuing the benefits derived from a diverse workforce Financial Health < Principle - Long-term financial security of the company < Strategies - Create shareholders’ value which is sustainable over the long term - Enhance stakeholder royalty as a route to competitive advantage & long-term growth 40

ABCD 41 企業策略性風險(釋例) Strategic Business Risks (SBRs)

ABCD 46 2002 福特六和企業環境報告書 目錄　Index 第一章 公司經營階層聲明 CEO Statement 第二章 組織狀況 Profile of Reporting Organization 第三章 總論及主要指標 Executive Summary and Key Indicators 第四章 願景與策略Vision and Strategy 第五章 政策、 組織及管理系統 Policies, Organization and Management Systems 第六章 績效 Performance 第七章 綠色生產力(GPDP)的推動 Green Productivity Demonstration Program 註: 資料來源 http: //www. ford. com. tw/cer_chi. htm

ABCD 2002 Corporate Citizenship Report – Ford Motor Our Principles, Progress and Performance g g g g Letter from Bill Ford (CEO Statement) Progress and Performance Integrating sustainability Ford Business Principles A Global Overview Accountability Product and Customers Environment Safety Community Quality of Relationship Financial Health GRI index (Global Reporting Initiative) 註: 資料來源 http: //www. ford. com. tw/cer_chi. htm 47

ABCD Letter from Bill (CEO Statement) “Business must be run at a profit, else it will die. But when anyone attempts to run a business solely for profit and thinks not at all of the service to the community, then also the business must die, for it no longer has a reason for existence. ” HENRY FORD, 1926 “We are committed to building great cars and trucks, and passing along a stronger business and a better world to future generations. ” BILL FORD, 2003 “There are no shortcut to sustaining our success for another century. To maintain the financial health that is essential for our survival, we are revitalizing our values as well as our business plans. That’s what it will take for us to create greater value for all of our stakeholders and have an even more positive impact on the lives of people around the world in our next 100 years. ” BILL FORD, 2003 48

ABCD 49 2002 Performance Highlight PRINCIPLE PRODUCTS AND CUSTOMERS ENVIROMENT INDICATOR Initial quality(3 months in service), Ford Motor Company, U. S. , problems per hundred Vehicle dependability(4 -5 years of ownership), Ford Motor Company, U. S. , problems per hundred Sales satisfaction with dealer/retailer, Ford Brand, U. S. , percent completely satisfied Service satisfaction with dealer/retailer, Ford Brand, U. S. , percent completely satisfied Owner loyalty, Ford Motor Company, U. S. , all brands, percent loyal to corporation First-time Ford Motor Company buyers, U. S. , percent 2001/2002 162/143 Ford U. S. fleet fuel economy, combined car and truck, miles per gallon Ford U. S. fleet CO 2 emissions, combined car and truck, grams per kilometer European CO 2 performance, percent of 1995 base(1995 base=100 percent) Ford Jaguar Land Rover Volvo 23. 1/23. 2 354/354 68/75 52/61 50. 7/48. 5 9. 3/10. 0 238/237 86/83 85/79 87/86 89/90

50 2002 Performance Highlight (Continued) ABCD PRINCIPLE ENVIROMENT (continued. ) INDICATOR Worldwide facility CO 2 emissions, million metric tonnes Worldwide facility CO 2 emissions per vehicle, metric tonnes Worldwide facility energy consumption, trillion BTUs Worldwide facility energy consumption per vehicle, million BTUs Global manufacturing water use, total, million cubic meters Global manufacturing water use, per vehicle, cubic meters Lost time case rate(per 100 employees), Ford Motor (WORKPLACE) Company-cases with one or more days away from work per 200, 000 hours Severity rate(per 100 employees)-days lost per 200, 000 hours worked SAFETY (VEHICLE) COMMUNITY 2001/2002 9. 2/8. 7 1. 37/1. 33 89. 7/84. 1 13. 4/12. 8 96. 1/93. 8 15/14. 2 2. 5/1. 9 35. 2/28. 1 Safety recalls, number per calendar year European vehicle sales attaining 4 -or 5 -star Euro NCAP ratings, percent 4 -or 5 -star ratings attained in U. S. NCAP frontal crash tests, percent 29/17 63/78 Ford Motor Company Fund contributions, $ million Corporate contributions, $ million 113/84 24/47 96/97

ABCD 51 2002 Performance Highlight (Continued) PRINCIPLE QUALITY OF RELATIONSHIPS FINANCIAL HEALTH INDICATOR 2001/2002 Employee satisfaction, PULSE survey, overall, percent satisfied Total purchases from minority-owned business, U. S. , $ billion Shareholder return, percent’ Net income/(loss), $ billion 64/61 3. 1/3. 2 (30)(39) (5. 5)(1. 0) Total Shareholder Return is from Bloomberg Total Return Analysis assuming dividends are reinvested in Ford Stock.

ABCD 共創永續發展的Decent Society - 公與義、知與美 Decent People Decent Society Decent Life Decent Company Decent People 企業應自許「企業公民」，賺錢不是唯一 而應成為國家社會進步的力量 56