Performance, Data and Reporting > 

Goals and Progress

This table summarizes Ford’s goals, commitments, targets and progress.

Please see our key performance data and data tables and charts for our complete data reporting and accompanying notes.

  •  Achieved
  •  In Process
  •  On Track
  •  Not Achieved

Global Mobility

Goal2017 Progress ExamplesStatus

Deliver our Ford Smart Mobility plan, with a focus on emerging opportunities in mobility.

To deliver a broader suite of mobility products and services, we have established four new, integrated teams:

  • Ford X: incubator for potential products and services, and new mobility businesses
  • Mobility Business Group: scaling our existing mobility businesses
  • Mobility Platforms and Products: leading the design and development of relevant technology
  • Mobility Marketing and Growth: driving demand with consumers, commercial customers and cities

We are acquiring transportation solutions business Autonomic and TransLoc, a provider of demand-response technology for city-owned microtransit systems.

We are developing the Transportation Mobility Cloud, an open software platform that will allow vehicles, streets and cities to talk to each other and plan the most efficient routes for people.

In 2017, we opened our Ford Smart Mobility Innovation Office in London.

 In process

Customers and Products

Goal2017 Progress ExamplesStatus

Improve fuel economy across our global product lineup, consistent with regulatory requirements and addressing climate stabilization.

Offer competitive or “among the leaders” fuel economy for each new or significantly refreshed vehicle.

Our combined car and truck fuel economy fell by 1 percent in 2017. On an individual basis, our vehicles continue to make fuel economy improvements and our combined fleet fuel economy has improved by 9 percent over the last decade, compared to 2009.

Our award-winning, fuel-saving EcoBoost® technology has been used in more than 8 million engines worldwide.

 In process

Pursue our electrification strategy.

Our electrification strategy has seen us invest $11 billion to put 40 hybrid and fully electric vehicle models on the road by 2022.

 In process

Continue our lightweighting plans.

We are adopting advanced lightweight materials to help improve fuel economy wherever practicable. We reduced vehicle body weight by 200 pounds on the 2018 Lincoln Navigator, 300 pounds on the 2018 Ford Expedition and 350 pounds on the 2017 Ford Super Duty by switching to aluminum.

 In process

Offer alternative fuel vehicles.

We have developed a roadmap for migrating our vehicle technologies toward powertrain and fuel options designed to reduce vehicle CO2 emissions and improve fuel efficiency.

We continue to support the development of vehicles powered by next-generation biofuels, compressed natural gas (CNG) and liquefied petroleum gas (LPG).

 In process

Continue to develop and implement our sustainable materials strategy – focused on materials that have been obtained by socially sustainable means, that have lower environmental impacts and that provide equivalent or superior performance to existing materials.

Guided by our global materials strategy, we continue to lead the research, development and integration of plant-based, renewable and recycled content in our vehicles. We currently feature eight sustainable materials in our production vehicles: soy, wheat, rice, castor, kenaf (hibiscus), tree cellulose, jute and coconut.

Ford was the first in the industry to develop foams and plastics using captured carbon dioxide.

We continue to research the possible use of tomato skin, bamboo, agave fiber, dandelions and algae.

We are one of 10 global auto manufacturers to join the Raw Materials Observatory, launched by the Drive Sustainability partnership.

 In process

Design and manufacture vehicles with safety excellence focused on real-world safety and offer innovative safety and driver assist technologies.

Meet or exceed all regulatory requirements for safety.

Automotive safety encompasses all aspects of our business, from vehicle design and manufacturing to operator behavior and road infrastructure.

Our corporate safety policy, Policy Letter 7, outlines our commitment to designing and manufacturing vehicles that achieve high levels of safety over a wide range of real-world conditions.

We continue to receive high marks for vehicle safety in a number of the industry’s key public and private crash-testing programs.

 In process

Provide information and educational programs to assist in promoting safe driving practices.

Ford Driving Skills for Life (DSFL), our free driver education program, reached 40,000 participants in 2017, and is now active in 41 countries.

We also launched a customized program for women drivers in Saudi Arabia.

 In process

Play a co-leadership role in vehicle safety and driver assist research and innovation.

Continued to collaborate with:

  • Other automotive companies on precompetitive safety projects
  • University partners on a wide range of research projects, including research into advanced safety technologies
 In process


Goal2017 Progress ExamplesStatus

Reduce global facility CO2 emissions per vehicle produced by 30 percent between 2010 and 2025.

By the end of 2017, we had achieved a 32 percent reduction in GHG emissions per vehicle since 2010. This means we achieved our 2025 target eight years early.


Reduce global facility energy use per vehicle produced by 25 percent between 2011 and 2016.

In 2017, we reduced facility energy consumption (on a per-vehicle basis) by 6.8 percent compared to 2015, and we continue to focus on driving efficiencies in energy use throughout our facilities around the world.

 In process

Having achieved our previous goal two years ahead of schedule, we have set a new, aggressive target: to save an additional 30 percent of water from our manufacturing between 2015 and 2020.

We have achieved a 32 percent reduction in water use (per vehicle) since 2010.

 In process

Reduce global waste sent to landfill by 40 percent per vehicle produced between 2011 and 2016.

We reduced waste to landfill on a per-vehicle basis by 18 percent last year, and by 61 percent over the last five years, significantly exceeding our target. Having completed our five-year global waste reduction plan, we are in the process of developing a subsequent plan.


Human Rights / Supply Chain

Goal2017 Progress ExamplesStatus

Ensure everything we make – or that others make for us – is consistent with local law and our own commitment to protecting human rights, as embodied in our Policy Letter 24, our Code of Human Rights, Basic Working Conditions and Corporate Responsibility.

To determine priority locations for our human rights efforts, we conduct an annual risk analysis. Our list of 22 high-priority countries remained unchanged in 2017.

At the end of 2017, 100 percent of our production Aligned Business Framework suppliers had codes of conduct aligned with our Policy Letter 24, and 85 percent had robust systems governing their own operations and those of their supply chain.

In line with the UN Guiding Principles Reporting Framework, we conducted a formal assessment to identify our most salient human rights. The analysis, involving a third-party consultancy, included desk-based research, internal and external interviews, and a workshop to validate our findings.

 In process

Help suppliers build their capacity to manage supply chain sustainability issues.

During the year, supplier representatives from 203 direct and indirect supplier sites in five countries attended in-country training sessions covering human rights, working conditions, business ethics and the environment.

 In process

Assess Tier 1 suppliers for compliance with local laws and Ford’s supply chain sustainability expectations.

We have conducted more than 1,075 supplier audits and 1,400 follow-up assessments since 2003.

Having become the first automaker to join the Responsible Business Alliance (RBA), in 2017, we conducted 27 new audits using its Validated Assesment Process (VAP) methodology. All were externally validated and certified by the RBA.

 In process

Engage with our supply chain to understand its carbon and water footprints.

Surveyed 264 production suppliers (81 percent) response rate), as well as indirect suppliers of logistics and information technology services, using the CDP Supply Chain program’s questionnaire; 209 suppliers (75 percent) also responded to the CDP Water questionnaire.

 In process

Work with selected suppliers to reduce our collective environmental footprint by encouraging target setting and sharing best practices for energy and water use reductions.

Our supply chain sustainability initiative, the Partnership for A Cleaner Environment (PACE), seeks to reduce the overall environmental impact of Ford and our supply chain partners, enabling us to share the best practice examples we’ve implemented with 50 suppliers.

 In process

Improve the transparency of mineral sourcing within our supply chain while improving the capacity of conflict-free smelters.

For the past three years, we met our goal to achieve a 100 percent response rate from in-scope suppliers.


Continue effort to source purchases from veteran-, minority- and women-owned businesses.

Ford purchased goods and services worth $8.98 billion from minority-owned suppliers; $2.51 billion from women-owned businesses; and $0.56 billion from veteran-owned companies.

 In process

Health and Safety

Goal2017 Progress ExamplesStatus

Fatalities target is always zero.

In 2017, we experienced two fatalities: one an employee, the other a contractor, both in North America. Any loss of life or serious injury is unacceptable and deeply regretted. As with all workplace incidents, the circumstances were analyzed in detail and actions taken to prevent reoccurrence.

 Not Achieved

Serious injuries target is zero; overall goal is to attain industry competitive lost-time and drive continuous improvement; specific targets are set annually by business units.

The lost-time case rate (LTCR) at the end of 2017 stood at 0.38 cases with one or more days away from work per 200,000 hours, compared to 0.39 in 2016. We are currently on target to meet out 2018 objective of 0.36.

 On Track

Maintain or improve employee personal health status through participation in health risk appraisal and health-promotion programs.

We continue to provide programs and services that help employees achieve health and well-being, and make informed choices. In 2017, 80 percent of our U.S. salaried active employees participated in our annual wellness program.

 In process