COMPANY PROFILE

Ford Motor Company (Ford) is one of the largest automotive manufacturers in the
world. It manufactures and distributes automobiles in 200 markets across six
continents. The company's automotive vehicle brands include Aston Martin, Ford,
Jaguar, Land Rover, Lincoln, Mazda, Mercury and Volvo. The company primarily
operates in the US and Europe. It is headquartered in Dearborn, Michigan and
employs about 300,000 people.

The company recorded revenues of $177,089 million during the fiscal year ended
December 2005, an increase of 3.2% over 2004. The operating profit of the company
was $7,493 million during fiscal year 2005, a decrease of 37% from 2004. The net
profit was $2,024 million in fiscal year 2005, a decrease of 42% from 2004.

BUSINESS DESCRIPTION

Ford is one of the Big Three manufacturers in the US. The other companies in the Big
Three include DaimlerChrysler and General Motors. The company manufactures and
distributes automobiles in 200 markets across six continents. With 108 plants
worldwide, the company's core and affiliated automotive brands include Aston Martin,
Ford, Jaguar, Land Rover, Lincoln, Mazda, Mercury and Volvo. It also owns a 33.4%
controlling stake in Mazda.The company operates in two businesses: automotive and
financial services.

The automotive business consists of the design, development, manufacture, sale and
service of cars, trucks and service parts. Through this segment, Ford produces a wide
range of vehicles including cars for the small, medium, large and premium segments,
trucks, buses/vans (including minivans), full-size pickups, sport utility vehicles and
vehicles for the medium/heavy segments. The company's automotive business is
organized into two primary segments: Americas; Ford Europe Premier Automotive
Group; and Ford Asia Pacific and Africa/Mazda.

The Americas segment primarily includes the sale of Ford, Lincoln and Mercury brand
vehicles and related service parts in North America (the US, Canada and Mexico) and
Ford-brand vehicles and related service parts in South America. The Ford Europe

26
and Premier Automotive Group primarily includes the sale of Ford-brand vehicles and
related service parts in Europe and Turkey and the sale of Premier Automotive Group
(PAG) brand vehicles (Volvo, Jaguar, Land Rover and Aston Martin) and related
service parts throughout the world (including North and South America, Asia Pacific
and Africa). Ford Asia Pacific and Africa/Mazda segment primarily includes the
sale of Ford-brand vehicles and related service parts in the Asia Pacific region and
South Africa, and Ford's share of the results of Mazda Motor Corporation and certain
of other Mazda-related investments.

In addition to producing and selling cars and trucks, Ford also provides retail
customers with a range of after sales services and products through its dealer
network. The company provides services such as maintenance and light repair, heavy
repair, collision, vehicle accessories and extended service warranty. In North America,
the company markets these products and services under several brands, including
Genuine Ford and Lincoln-Mercury Parts and Service, Ford Extended Service Plan
(ESP) and Motorcraft.

The financial services segment operates through the company subsidiary, Ford Motor
Credit Company (Ford Credit). Ford Credit offers a wide variety of automotive
financing products to, and through automotive dealers throughout the world. The
predominant share of Ford Credit's business consists of financing Ford vehicles and
supporting the company's dealers. Ford Credit's primary financial products fall into the
three categories retail financing, wholesale financing and other financing. In retail
financing Ford engages in purchasing retail installment sales contracts and retail
lease contracts from dealers. The company also offers financing to commercial
customers comprising vehicle leasing companies and fleet purchasers. In wholesale
financing, Ford offers loans to dealers to finance the purchase of vehicle inventory. In
other financing, Ford makes loans to dealers for working capital, improvements to
dealership facilities, and for acquiring and refinancing real estate. Ford Credit also
services the finance receivables and leases that it originates and purchases, makes
loans to affiliates, purchases receivables from company subsidiaries, and provides
selected insurance services.

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ORGANISATIONAL STRUCTURE

MAJOR CLIENTS OF FORD

 Kim Alexis
 Carol Alt
 Joanna Bacalso
 Gelila Bekele
 Christie Brinkley
 Bebe Buell
 Brooke Burke
 Suzy Chaffee
 Gina Choe
 Daiane Conterato
 Anderson Cooper

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 Crystal Renn
 Hailey Clauson
 Wilhelmina Cooper
 Courteney Cox
 Yaya DaCosta
 Charlotte Dawson
 Kristine Debell
 Janice Dickinson
 Pixie Lott
 Katarzyna Dolinska
 Dani Evans
 Stacy-Ann Fequiere
 Liliane Ferrarezi
 Chanel Iman
 Elaine Irwin
 Nataliya Gotsiy
 Jerry Hall
 Lydia Hearst-Shaw
 Paris Hilton
 Kristy Hinze
 Hensel Horta
 Brent Huff
 Alexandria Karlsen
 Stevie Kemp

 Allison Kuehn
 Ali Larter
 Dorian Leigh
 Noemie Lenoir
 Nicole Linkletter
 Peggy Lipton[11]
 Ryan Lochte
 Kimberley Locke
 Lindsay Lohan
 Ali Lohan
 Elle MacPherson
 Karen McDougal

 Kristen McMenamy
 Xuxa Meneghel
 Jennifer Messelier
 Ana Claudia Michels
 Naima Mora
 Bridget Moynahan
 Melanie Marquez
 Carolyn Murphy

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  Ajuma Nasenyana
 Kevin Navayne
 Natalie Pack
 Flavia de Oliveira
 Tera Patrick
 Brita Petersons
 Tori Praver
 Bar Refaeli
 Crystal Renn

MAJOR PRODUCTS & SERVICES

Ford Motor Company is one of the largest automotive manufacturers in the world. It
manufactures and distributes automobiles in 200 markets across six continents. The
company's key products and services include the following:

Products:

Passenger cars
Trucks
Buses and vans
Sport utility vehicles
Vehicle accessories

Aftersales vehicle parts and products

Extended repair service products

Services:

Maintenance and vehicle repair services

Financial services:Retail financing

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Wholesale financing
Third-party claim management services

FOUNDER’S PROFILE

HENRY FORD

Henry Ford was the founder of the Form Motor Company with his first production car called
the Model T Ford selling more than 15 million cars and revolutionizing automobile
transportation. Henry Ford was born on the 30^th of July, 1863 on a farm to parents William
and Mary Ford, along with his 4 other siblings Robert, Margaret, William and Jane. In 1873
Henry saw his first engine driven machine, a steam engine mounted on wheels. Over the
following year Henry learned how to work the engine and gained a passion for mechanics.
Henry was devastated in 1876 when his mother died, and so with little interest in farm work
he left home in 1879 to work as an apprentice machinist in Detroit.

1882 saw Ford return to the family farm and becoming so skilled at using the Westinghouse
portable steam engine that the Westinghouse Company employed him to service their
engines. Ford married Clara Bryant in 1888 and had a child Edsel Bryant Ford. 1891 saw Ford
move on to become an engineer with Edison Illuminating Company, gaining a promotion to
chief engineer in just 2 years which gave him enough time and finances to experiment on

31
gasoline engines. In 1896 he had finished his self designed gasoline engine propelled vehicle
called the Quadricycle.

Ford went about finding investors to form a company called the Detroit Automobile
Company which soon went bankrupt due to ford continually improving his cars design and
racing it against other manufactures cars while forgetting to actually sell cars. The
companies investors wanted a production model released so they hired Henry M Leland to
get the job done. Ford soon resigned and the company became the Cadillac Automobile
Company.

Ford found 11 more investors and with $28,000 started the Ford Motor Company in 1903.
With a newly designed car Ford showed its potential by recording a new land speed record
of 39.4 seconds over a mile. A famous race driver called Barney Oldfield decided to race the
car around America, making the Ford car well known throughout the country. Ford was also
an early sponsor of the Indianapolis 500. By 1908 Ford had a new model ready for sale
called the Model T. With features such as the steering wheel on the left side, the engine and
transmission fully enclosed, easy and cheap to repair and a low purchase price the Model T
became a huge success.

The Model T Ford became so popular and cheap that by the 1920s most Americans had
learned to drive in one. Ford created a franchise of car dealerships which made the car
available in nearly every city in North America and brought not only the car but the idea of
automobiling to the public. Ford posted 100%+ profits on each previous year and in 1913
introduced belt driven moving assembly lines into his plants, which further increased
production and profits. The Model T price started out at $825 which dropped each year as
production improved, and by 1916 the price dropped as low as $360 for the basic touring
car. By 1916 sales reached 472,000 vehicles and by 1918 half of all cars in America were
Model T Fords. Production continued until 1927 by which time sales were falling fast as
competition grew, but by that time Henry ford had sold $15,007,034 Model T’s and held
that record for the next 45 years.

In 1926 Henry finally decided to design a newer more modern car which resulted in the also
very popular Model A Ford. The car went on sale in 1927 after a great deal of technical
design and innovation and finished production in 1931 after over 4 million vehicles were
sold. After this new model the company developed an annual model change and Henry also
finally agreed to start a credit company for people to gain finance. 1932 saw Ford producing
a third of the world’s total vehicles.

Ford started racing cars in 1901 in stripped down Model T Fords, and in 1909 he won an
ocean to ocean race across America only to be disqualified. In 1913 he was also stopped
from racing a Model T at the Indianapolis 500 due to being 1,000 pounds to light, so Ford
dropped out of racing permanently due to the racing rules and little free time. Henry Ford
was inducted into the American Motorsports Hall of Fame in 1996.

Henry was an advocate and pioneer of “welfare capitalism” with the idea of improving
employee’s lives and reducing employee turnover. Hiring and keeping the best employee’s
meant lower cost and increased efficiency by undertaking a program that involved a 5 day

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work week, a reduction from 9 to an 8 hour work day and an increase in minimum daily pay
from $2.34 to $5. Workers had to live according to Fords “Sociological Departments”
requirements, which meant no heavy drinking, gambling or bad behavior for them to keep
the higher pay rate. Ford was also adamantly against labor unions and was the last
automaker to accept the United Auto Workers Union. In 1937 in an attempt to stop union
organizers Ford’s security clashed in a bloody brawl famously known as the Battle of the
Overpass.

During World War 1 in 1915 Henry Paid for a ship to sail to war ravaged Europe with about
170 peace leaders, to talk with other peace activists in an attempt to make a difference but
failed. 1918 saw Ford’s secretary Ernest G. Liebold purchase a weekly newspaper, called the
Dearborn Independent so Henry could share his personal views. 1920-1928 saw Ford
become so anti-Semitic that he started an anti-Jewish crusade within the newspaper.

Also during World War 1 the company temporarily went into manufacturing Liberty airplane
engines, which lead to Ford buying the Stout Metal Airplane Company in 1925. The most
successful aircraft Ford built was the Ford 4AT Trimotor. It was the first successful U.S
passenger airliner, which seated 12 passengers. 200 planes were built before the great
depression forced the closure of the Ford plane division.

Henry Ford survived a stroke in 1938 when he turned over the business to his son Edsel, but
when his son died in 1943 Henry took over once again. 1945 saw him retire again with
health problems, and handing over presidency to his grandson Henry Ford II. Henry died in
1947 of a cerebral hemorrhage at age 83 in Fair Lane, and was buried in the Ford Cemetery
in Detroit.

MARKET SHARE

 FORD CAPPED 2009 WITH 33 PERCENT SALES INCREASE.FIRST FULL-YEAR MARKET

SHARE GAIN SINCE 1995.
 Ford ended 2009 with its highest sales month since May 2008 while gaining its first
year-end market share gain since 1995.
 Sales were up in every product category in December 2009 as Ford recorded a 33
percent sales increase compared to the same month in 2008.
 Ford, Lincoln and Mercury sales totaled 179,017 in December. Full-year sales totaled
1.62 million, down 15 percent, but Ford estimates it still managed to increase its U.S.
market share by a percentage point to 15 percent, representing Ford’s first full-year
market share gain since 1995.
 The Ford Fusion, recently named Motor Trend’s Car of the Year, set a new full-year
sales record at 180,671 units. Sales for the Ford Escape reached 173,044 units in
2009 for the crossover’s second-best year, including a 75 percent increase in
December compared to 2008.
 Ford’s F-Series truck had its best sales month since March 2008 with 48,209 units
moving in December. The year-end tally of 413,625 units made the F-Series

33
 America’s best selling truck for the 33rd straight year, and top-selling vehicle, car or
truck, for a 28th consecutive year.

FUTURE STRATEGIES

A statement by William C. Ford, Chairman, President, Chief Executive Officer and

Chief Operating Officer of Ford stated the following...

Driving Innovation: The Way Forward

Ford Motor Company was solidly profitable and growing around the world in 2005.
The major exception was their automotive operations in North America, where short
and long-term challenges continued to slow their progress. The next chapter in Ford’s
history will be defined by their renewed commitment to innovation and their bold plan to
address those challenges.

They have recommitted thems90elves to sustainable and profitable growth, to a renewed

focus on their customers, and to boundless innovation in everything they do: from
design, to safety, to fuel-efficiency, to efficiency on their factory floors. They are going to
use their size to accelerate change, and build a culture that encourages fresh new
thinking and breakthrough ideas.

When William C Ford took over as CEO at the end of 2001, Ford Motor Company was
unprofitable, losing more than $5 billion that year. In 2002, they launched a major effort to
revitalize their company.

They concentrated on improving their core automotive business. They divested several
non-core companies, lowered their costs, refocused their financial operations on
supporting their automotive business and launched the biggest wave of new products
in their history. As a result, they have been profitable every year since 2003, including a
net income of $2 billion in 2005. Today their automotive operations in Europe, Asia and
South America are all profitable, and their global brands are thriving. Mazda is enjoying
its best performance ever. Aston Martin is expanding. Land Rover's largest-ever
introduction of new products is winning in the marketplace. Jaguar is addressing its
unique cost structure issues and bringing out groundbreaking new cars. And Volvo is
entering its most aggressive product period ever, with five new models in 18 months.

In parts of the world where the car market is growing sharply, so are they. They are doing

34
especially well in Russia, Turkey and Hungary. Last October the CEO traveled to India to help
introduce Ford Fiesta, their most important new product there in years. Ford sales in
China, the fastest growing market in the world, were up 46 percent in 2005.

They are proud of their success around the world. But in their North American automotive
operations, they lost money in 2005. Commodity prices, including oil and steel, rose
sharply; competition from around the world intensified; and rising fuel prices caused
demand for SUVs to drop sooner and faster than they had anticipated.

They took a number of important steps in 2005 to address these issues. To strengthen
their balance sheet and cut costs, they sold The Hertz Corporation and restructured their
agreement with Visteon, their parts supplier spin-off. They reached an agreement with
the UAW that will help them reduce health care costs in a reasonable way. They began a
major rationalization of their supply base, identifying key suppliers to form partnerships
that will provide for more stable relationships.

But the conditions they confronted represented a turning point in their industry unlike
anything they've experienced in the last 50 years. The automotive business had
shifted, completely and permanently, to full-scale global competition. The days of
unlimited, inexpensive gasoline are gone forever. It is time for a bold new approach
that goes beyond anything they have done in the past. So, in January 2006, they
launched the most fundamental restructuring in their history, which they call the "Way
Forward" plan. Developed by senior executives Mark Fields and Anne Stevens and
their team, Way Forward is a comprehensive plan for restructuring and reinvigorating
their automotive business in North America. It touches every piece of their North
American business to make it more customer-focused, product-driven and efficient,
including:

A renewed commitment to bold design, improved safety and technological innovation

to differentiate Ford Motor Company and its products in the marketplace.

New product investments using Ford's global architectures and scale to deliver more
new products faster, including more crossovers, hybrid vehicles and new small cars,
as well as increased spending to strengthen Ford's truck leadership and launch
products in new segments to reach more customers.More clarity for the Ford, Lincoln and
Mercury brands, with a sharper focus on the customer and a clear point of view that will
appeal to more buyers. Pricing that is clear, credible and simple, which will further improve
residual values.

North American capacity will be realigned to match demand - with 14 manufacturing

facilities to be idled - resulting in significant cost savings and reduced employment of
25,000-30,000. Capacity will be reduced by 1.2 million units, or 26 percent, by 2008,
which represents the majority of actions within the plan's 2006-2012 period.

Salary-related costs cut 10 percent in North America, with the reduction of the

35
equivalent of 4,000 salaried positions by the end of the first quarter 2006. In addition,
the company's officer ranks are being reduced 12 percent by the end of the first
quarter.

Material cost reductions, excluding special items, of at least $6 billion by 2010*

A new low-cost manufacturing site is planned for the future. This plan will restore their
North American automotive operations to profitability by 2008. It reflects lessons from
their successes around the world - including Mazda, where Mark led a remarkable
turnaround by telling his team: "Change or die." The Way Forward has similar strong
medicine for their North American business. But it also contains the vision and strategic
focus to rebuild the business, because they know they can't just cut their way to success.
Along with their substantial cost restructuring, they are changing the business model
that's existed for many decades at Ford.

How will they do this?

First, they are taking a more far-sighted approach to creating shareholder value.
Because of the tremendous volatility of market conditions, they will no longer issue
quarterly or annual earnings guidance. They still have extremely rigorous targets for
costs, capacity utilization and other traditional metrics. But they want to underscore an
important point inside the company and out: They cannot succeed in the long run if
they're focused only on the short term.

Instead, they are guided by their long-term goals of building brand, satisfying customers,
developing strong products and accelerating innovation. They also will be managing to
allow their employees more freedom, to take smart risks and to demonstrate their
creativity. Over time, they believe this approach will lead to sustainable profitability.
You'll be able to judge their results as they report their progress. Second, they're going to
sharpen their focus on the people who determine their success - their customers. They're
going to go way beyond what they've ever done before at Ford to find out what's on
their minds. Their business decisions will originate from their knowledge of what their
customers want, both today and tomorrow. Ford is going to figure out what the people
want
before they even know it, and they're going to give it to them. In the past, their product
decisions were sometimes driven by plant capacity concerns. From now on, their
products will be designed and built to satisfy customers, not just fill factories.

This is going to require change number three: They are unleashing their spirit of
American innovation. They have a proud history of innovation at Ford. It is what built their
company and made it great. Innovation helped them create the first affordable car and put
the world on wheels. They are going to reclaim this legacy to build a distinct competitive
advantage.

36
They will use innovation to drive the bold American designs of their cars and trucks,
giving them the uniquely American look and feel that reflect their country's spirit,
ingenuity and sense of adventure.

They also will use innovation to drive breakthrough advances in safety. Ford and Volvo
engineers are exemplifying that by working together on safety features such as a new
collision-avoidance system, night-enhanced vision and the next generation air bag.
The 2006 Ford Five Hundred and Mercury Montego with optional side air bags, were
the world's only large sedans to earn the Insurance Institute for Highway Safety's
highest "Top Safety Pick-Gold" rating. The chassis of these vehicles was co-designed
by Ford and Volvo engineers.

Finally, American innovation will drive their new advances in fuel-efficiency, to offset
high gas prices and reduce their impact on the environment and dependence on
foreign oil. Currently, they are offering four new flexible-fuel vehicles for 2006 that run
on a mixture of gasoline and ethanol, a renewable resource, including the Ford F-150
pickup truck. By 2010, more than half their Ford, Lincoln and Mercury products will
have hybrid capability. They will have the capacity to produce up to a quarter of a million
hybrids a year, and scale up as the market demands.

A good example of innovation in action is Ford Escape Hybrid. Escape was the first
hybrid ever designed, engineered and built by an American automaker. It generated
more than a hundred patents as well as new design techniques that we are using now
to develop other products. The Ford Rouge Center in Michigan is another example of
where innovation will take Ford. Despite cynicism and institutional barriers, they built the
most progressive assembly plant in the world at the Rouge. It marries lean, flexible
and environmentally responsible manufacturing to produce America's best-selling
vehicle, the F-Series truck. Over time, the Rouge will save them many millions of dollars,
not just because of its plant-covered roof, but in energy costs for heating, cooling and
lighting.

Projects like these are going to be the rule at Ford, not the exception. They are moving
from a culture that discourages innovation back to a company that celebrates it.

As part of that effort, they recently sent out a mailing to 120,000 U.S. dealers,
employees and retirees asking for ideas. They also launched an innovation Web site in
November to solicit ideas from employees. In its first month, they received more than
1,000 ideas, and they are following up on some very promising ones.

They also are going to design compensation plans that reward new thinking. The
company was founded by an innovator; so they want to make sure that today the company
is overflowing with innovators.

37
They have more great products on the way. They have a comprehensive and realistic
plan to move them forward. And they have the dedicated and talented people of Ford
Motor Company determined to deliver outstanding results. All of which gives them great
confidence in their future.

Addressing the challenges they face, particularly in North America, is going to be

difficult and at times painful. Winning will require sacrifices by the people of Ford, and
there will be fewer of them in the future than there are today. They take these tough
actions with a sense of compassion and gratitude for those who have served them with
all their hearts. But they are pressing ahead rapidly for the good of all of their
stakeholders.

They are embarked on a journey that will be seen as a turning point in our history. They
are determined to seize our heritage of innovation and emerge stronger than they've
ever been.

FINANCIAL INFORMATION
FORD MOTOR CREDIT COMPANY LLC AND SUBSIDIARIES
PRELIMINARY
CONSOLIDATED STATEMENT OF OPERATIONS
For the Periods Ended March 31, 2009 and 2008
(in millions)
First Quarter
2009 2008
(Unaudited)

Financing revenue
Operating leases $ 1,398 $ 1,707
Retail 756 859
Interest supplements and other support costs earned
from affiliated companies 970 1,246

Wholesale 291 477

Other 20 35
Total financing revenue 3,435 4,324
Depreciation on vehicles subject to operating leases (1,415) (1,814)
Interest expense (1,420) (1,992)
Net financing margin 600 518
Other revenue
Insurance premiums earned, net 29 40
Other income, net 64 187
Total financing margin and other revenue 693 745
Expenses
Operating expenses 328 367
Provision for credit losses 385 327
Insurance expenses 16 19
Total expenses 729 713
Income/(Loss) before income taxes (36) 32
Provision for/(Benefit from) income taxes (23) 9

38
Income/(Loss) from continuing operations (13) 23
Gain on disposal of discontinued operations — 1

Net income/(loss) $ (13) $ 24

BALANCE SHEET

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HEADQUARTERS

Name :Ford Motor Company World Headquarters

Alternative name :Henry Ford II World Center, The Glass House

Emporis Building Number :123908

LOCATION

Address :1 American Road

ZIP :48126

Zone :Fairlane
City :Dearborn

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State :Michigan
Country :U.S.A.
Phone 1 313 322 3000
Fax 1 313 845 6073
YEAR OF ESTABLISHMENT :1909

TURNOVER
IN 2009

 Ford Fusion, recently named Motor Trend’s Car of the Year, posted a December sales
increase of 83 percent and set new December (18,852) and full-year (180,671) sales
records. Ford Fusion and Mercury Milan are the most fuel-efficient mid-size sedans
in America.

 Ford Taurus sales totaled 7,256 for the month, up 110 percent versus a year ago.
Since the introduction of the all-new model in August, Taurus sales are nearly 90
percent higher than a year ago.

 Ford Mustang sales were up 62 percent in December, and Ford Focus sales increased
22 percent. Mercury Milan and Lincoln MKZ were each up 5 percentCrossover
utilities also posted strong sales increases. In 2009, the Ford brand was the top-
selling brand of crossovers in the U.S., led by the Ford Escape. Escape set a
December sales record (19,156), up 75 percent versus a year ago. For the full year,
Escape sales totaled 173,044, the second-best sales year ever. Ford Edge sales were
up 59 percent, and Ford Flex sales were up 73 percent. The all-new Lincoln MKT
posted its highest sales to date (858)

 Ford’s F-Series truck had its best sales month since March 2008. F-Series sales in
December were 48,209 (up 16 percent), bringing the full-year total to 413,625. F-
Series has been America’s best-selling truck for 33 years in a row and America’s best-
selling vehicle, car or truck, for 28 years in a row. In 2009, F-Series increased its
leadership position among full-size pickups with a 4 percentage-point gain in
segment share.

 Transit Connect, Ford’s new versatile, fuel-efficient small commercial van, had its
best sales month (1,992) since August
o

 Ford’s new EcoBoost engine technology and hybrid vehicles are winning customers,
too. December was the best sales month for EcoBoost (1,662), and total EcoBoost
sales since introduction now total 4,973. The conquest rate for the Taurus SHO is 60

41
 percent. EcoBoost provides customers up to 20 percent improvement in fuel
economy and a 15 percent reduction in emissions versus larger-displacement
engines. EcoBoost is standard on the Taurus SHO and available on the Ford Flex,
Lincoln MKS and Lincoln MKT
o

 December sales of hybrid vehicles totaled 2,843, up 147 percent versus a year ago.
Ford hybrid models include the Ford Fusion, Ford Escape, Mercury Milan and
Mercury Mariner. For the full year, Ford hybrid sales totaled 33,502, a new record
and up 72 percent versus a year ago.

IN 2010

The company recorded revenues of $177,089 million during the fiscal year ended
December 2010, an increase of 3.2% over 2009. For the fiscal year 2010, the
Americas, the company's largest geographic market, accounted for 55.4% of the total
revenues.

Ford generates revenues through two business divisions: automotive (86.7% of the
total revenues during fiscal year 2010) and financial services (13.3%).

Turnover by Division

During the fiscal year 2010, the automotive division recorded revenues of $153,503
million, an increase of 4.3% over 2009.

The financial services division recorded revenues of $23,586 million in fiscal year
2010, a decrease of 3.8% from 2009.

Turnover by Geography

The Americas, Ford's largest geographical market, accounted for 55.4% of the total
revenues in the fiscal year 2010. Revenues from The Americas reached $85,000
million in 2010, a decrease of 1.2% from 2009.

Ford Europe and PAG accounted for 39.3% of the total revenues in the fiscal year
2010. Revenues from Ford Europe and PAG reached $60,258 million in 2010, an
increase of 11.3% over 2009.

Ford Asia, Africa and Ford Mazda accounted for 5.3% of the total revenues in the
fiscal year 2010. Revenues from Ford Asia, Africa and Ford Mazda reached $8,245
million in 2010, an increase of 18.5% over 2009.

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KEY EMPLOYEES
Name Job Title Board Total Annual Comp.

William C. Ford Chairman, President, Chief Executive Executive Board –

Officer, Chief Operating Officer
(Since: 2001)

Edsel B Ford Director Non Executive Board –

(Since: 1993)

John R Bond Director Non Executive Board –

(Since: 2000)

Robert E Rubin Director Non Executive Board –

(Since: 2000)

Richard A Manoogian Director Non Executive Board –

(Since: 2001)

Stephen G Butler Director Non Executive Board –

(Since: 2004)

Kimberly Casiano Director Non Executive Board –

(Since: 2003)

Jorma Ollila Director Non Executive Board –

(Since: 2000)

Irvine O Hockaday Director Non Executive Board –

(Since: 1987)

Ellen R Marram Director Non Executive Board –

(Since: 1988)

John L Thornton Director Non Executive Board –

(Since: 1996)

Homer A Neal Director Non Executive Board –

(Since: 1997)

Donat R. Leclair Executive Vice President Senior Management –

Lewis Rover Booth Executive Vice President Ford Europe Senior Management –
and Premier Automotive Group and
Chairman of Ford Europe, Jaguar and

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Land
(Since: 2005)

Anne Stevens Executive Vice President, and Chief Senior Management –

Operating Officer, The Americas
(Since: 2005)

Mark A Schulz Executive Vice President; President, Senior Management –

International Automotive Operations
(Since: 2005)

Mark Fields Executive Vice President; President, Senior Management –

The Americas
(Since: 2005)

J C Mays Group Vice President, Design, and Senior Management –

Chief Creative Officer
(Since: 2003)

Richard Parry Jones,Group Vice President, Global Product Senior Management –

Development and Chief Technical
(Since: 2001)

David T Szczupak Group Vice President, Manufacturing, Senior Management –

The Americas
(Since: 2005)

James C Gouin Vice President, Controller Senior Management –

(Since: 2003)

Ziad S Ojakli Group Vice President, Corporate Senior Management –

Affairs
(Since: 2004)

Derrick M Kuzak Group Vice President, Product Devel- Senior Management –

opment, The Americas
(Since: 2005)

John Fleming Group Vice President, President and Senior Management –

Chief Executive Officer, Ford Europe
(Since: 2005)

Michael E Bannister Chairman and Chief Executive Officer, Senior Management –

Ford Motor Credit Company
(Since: 2004)

KEY EMPLOYEE BIOGRAPHIES

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William C. Ford

Board: Executive Board

Job Title: Chairman, President, Chief Executive Officer, Chief Operating Officer
ince: 2001
Mr. Ford is the Chairman, President, Chief Executive Officer, and Chief Operating
Officer of Ford. Mr. Ford began his career with Ford in 1979 and was elected the
company's Director in 1988. He was elected Vice President, commercial truck vehicle
center in 1994. Mr. Ford held that position until 1995 when he was appointed
Chairman of the Board's finance committee. He was appointed Chairman of the
Board's environmental and public policy committee in 1997 and became Chairman of
the Board of Directors and Chairman of the nominating and governance committee in
1999.

Edsel B Ford

Board: Non Executive Board

Job Title: Director
Since: 1993

Mr. Ford is a Non Executive Director of Ford. He is a retired Vice President of Ford
Motor Company and Former President and Chief Operating Officer of Ford Credit. He
joined Ford in 1974 and was elected to its Board of Directors in 1988. He held
numerous positions in the company's Ford and Lincoln Mercury divisions and served
in Ford Australia before being appointed to his Ford Credit post in 1991. Mr. Ford has
been a Director of the Detroit Branch of the Chicago Federal Reserve Bank, as well as
the Skillman Foundation

John R Bond

Board: Non Executive Board

Job Title: DirectorSince: 2000

Mr. Bond is a Non Executive Director of Ford. He has served as Chairman, HSBC
Holdings, the UK. Mr. Bond joined the Hong Kong and Shanghai Banking Corporation
in 1961 and served as its Executive Director from 1988-1992. From 1991-1993, he
was President and Chief Executive Officer of Marine Midland Bank. He served as
Group Chief Executive of HSBC Holdings from 1993-1998 before being appointed its
Group Chairman in 1998.

Robert E Rubin

45
Board: Non Executive Board
Job Title: Director
Since: 2000

Mr. Rubin is a Non Executive Director of Ford. He served as US Secretary of the

Treasury from 1995 to 1999, before joining Citigroup in 1999. Mr. Rubin previously
served from 1993 to 1995 in the White House as Assistant to the President for
Economic Policy. Prior to employment at the White House, Mr. Rubin spent 26 years
at Goldman, Sachs & Co, where he served as Co-Senior Partner and Co-Chairman
from 1990 to 1992, and Vice Chairman and Co-Chief Operating Officer from 1987 to
1990.

Richard A Manoogian

Board: Non Executive Board

Job Title: Director
Since: 2001

Mr. Manoogian is a Non Executive Director of Ford. He has been with Masco since
1958. Mr. Manoogian was appointed Vice President and a Member of the Board in
1964, President in 1968 and, in 1985, became Chairman of Masco.

Stephen G Butler

Board: Non Executive Board

Job Title: Director
Since: 2004

Mr. Butler is a Non Executive Director of Ford. He is a retired Chairman and Chief
Executive Officer of KPMG. Mr. Butler served as Chairman and Chief Executive
Officer of KPMG from 1996 until his retirement in 2002.

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