Maintaining strong and open communications and engagement with the people our activities affect – from our own employees and the dealers who sell our vehicles to our customers and our broader communities – plays an important role in our One Ford goal of delivering profitable growth for all.
Read more about our approach
Our company’s future success is dependent upon innovating the technologies that not only meet, but exceed, the demands of our customers. It is critical that we develop a pipeline of technically trained professionals and that we create opportunities for students to become more engaged in the fields of science, technology, engineering and math (STEM).
Read more about our STEM strategy
In 2013 we marked the third year since 1918 without an employee work-related fatality.
In 2013 we created nearly 6,500 jobs in the U.S., including 3,300 salaried positions, and planned to hire more than 6,000 employees in Asia in 2014 to meet the growing demand for fuel-efficient, high-tech vehicles.
We paid record profit-sharing payments to about 47,000 eligible U.S. hourly employees in early 2014.
We support our communities through strategic investments and volunteer efforts. In 2013, Ford contributed $37.7 million, and 25,000 Ford employees and retirees volunteered more than 150,000 hours.
Nearly half of our 3,263 U.S. dealers have enrolled in our “Go Green” program, which encourages dealers to implement energy efficiency initiatives.
Henry Ford saw the wisdom of creating a diverse workforce, long before such a concept was embraced by other business leaders. A century later, we continue to attract a highly skilled workforce that reflects diversity across culture, ethnicity, race, perspective, age, religion, physical ability and sexual orientation. We are committed to the advancement of women and minorities in our operations.
Read more about our diversity efforts
Ford’s expansion in Asia Pacific is unprecedented. Starting around five years ago, we saw the huge potential for growth in Asia and began an extraordinary ramp-up of new manufacturing facilities, especially in China, India and Thailand, to meet consumer demand for our vehicles. But how do you build the pipeline of talented people necessary to run and manage operations that seem to be exploding virtually overnight? You start with a comprehensive talent strategy.
President, Ford Motor Company Fund and Community Services
“Employee engagement is critical to our success. Employees want to be engaged with their communities and enjoy the opportunity to give back. We can truly make a much bigger impact on social issues when we combine our financial resources with our people resources.”
Ford has been supporting community efforts since our founding more than 100 years ago. For us, it is not just about donating money. It’s also about building partnerships and working with others to address the difficult challenges so many people are facing.
Read more about our work with communities
Our dealers are a source of strength. They are a critical part of our success and important economic contributors to their communities. They represent the face of Ford to our customers and communities and provide employment, tax support, leadership and customer service.
Read more about our dealers
Maintaining good relationships with our customers is one of our most important activities. We engage in two-way communication with our customers in a variety of ways, including social media.
Read more about our approach to customer engagement
$3.5 million the equivalent of in-kind corporate contributions through our employee volunteerism.
181,000 + Ford employees worldwide.
© 2014 Ford Motor Company