SCOOPSCOOP

Diane PattonDiane Patton

• Ford and Automotive IndustryFord and Automotive Industry

• Financial Analysis in the Auto IndustryFinancial Analysis in the Auto Industry

TODAY’S PRESENTATIONTODAY’S PRESENTATION

SOME OF THE WORLD’S STRONGEST BRANDSSOME OF THE WORLD’S STRONGEST BRANDS

Ford GTFord GT

Ford F-150Ford F-150

Ford Hybrid EscapeFord Hybrid Escape

Street KAStreet KA

Mazda RX-8Mazda RX-8

Jaguar X-TypeJaguar X-Type

Volvo XC90Volvo XC90

Land Rover FreelanderLand Rover Freelander

Aston Martin VanquishAston Martin Vanquish

• Annual Sales $160 BillionAnnual Sales $160 Billion

• 7 Million Vehicles Through 20,000 Dealers7 Million Vehicles Through 20,000 Dealers

• Diverse, Global Team of 350,000 EmployeesDiverse, Global Team of 350,000 Employees

MORE THAN THREE-QUARTERS OF WORLDWIDE MORE THAN THREE-QUARTERS OF WORLDWIDE AUTO SALES ARE IN N. AMERICA, EUROPE & JAPANAUTO SALES ARE IN N. AMERICA, EUROPE & JAPAN

Millions

2002 Sales By Region Share Of World Market

North America 19.9

Europe 17.2

Japan 5.8

Other Asia Pacific 7.0

South America 1.8

Rest Of World 5.2

Total World 56.9Europe

31%

Japan10%

OtherAsia-

Pacific12%

NorthAmerica

35%

RestOf World

9%

SouthAmerica

3%75%

General Motors General Motors 14.814.8 %% 8.38.3 MillionMillion

FordFord 11.711.7 6.66.6ToyotaToyota 11.011.0 6.16.1

VWVW 8.78.7 4.94.9Daimler-ChryslerDaimler-Chrysler 7.87.8 4.44.4PSAPSA 5.15.1 2.92.9

HondaHonda 5.05.0 2.82.8NissanNissan 4.74.7 2.62.6HyundaiHyundai 4.44.4 2.42.4OtherOther 26.826.8 15.015.0 TotalTotal 100100 %% 56.056.0 MillionMillion

THE GLOBAL PLAYERSTHE GLOBAL PLAYERS

ShareShare

Global Automotive MarketGlobal Automotive MarketUnit VolumeUnit Volume

Worldwide Light Vehicle Capacity (Mils. Of Units)

N. America 21 20%S. America 5 48Asia Pacific 26 26Europe 23 21Row 6 38 Total 81 25%

Memo:China 5 36%Japan 11 17Korea 4 27

Total(Mils.)

Excess(Pct.)

Proj. 2006 Capacity

REGION

615445

22222020

8176

50

ExcessDemand

ExcessCapacity (Pct.) 10% 29% 25%

1985 2001 PROJ.2006

GLOBAL EXCESS CAPACITY IS AT THE ROOT OF GLOBAL EXCESS CAPACITY IS AT THE ROOT OF COMPETITIVE PRESSURE IN ALL REGIONSCOMPETITIVE PRESSURE IN ALL REGIONS

55

Source: Autofacts 2003.Q2 release

• Ford and the Automotive IndustryFord and the Automotive Industry

• Financial Analysis in the Auto IndustryFinancial Analysis in the Auto Industry

TODAY’S PRESENTATIONTODAY’S PRESENTATION

FUNCTIONAL ORIENTATIONFUNCTIONAL ORIENTATION• Marketing & Sales

• Manufacturing

• Product Development

• Purchasing

• Ford Credit

• General Auditor’s Office

• Corporate Finance

• Treasury

TRADITIONAL STAFF FUNCTIONSTRADITIONAL STAFF FUNCTIONS

WHO WE ARE & WHAT WE WHO WE ARE & WHAT WE DODO

• Functional proficiencies

• Broad business knowledge

• Business judgment and insight

• Integrity

• Drive for results

• Developing business leaders

OUR HERITAGEOUR HERITAGE OUR ROLEOUR ROLE

• Provide strong leadership to drive results

• Partner with operating management -- business and strategic advisors with a corporate view

• Provide high quality & timely financial information and analysis

• Drive to reduce cost of capital & ensure access to capital markets

OUR GLOBAL FINANCE TEAM – 4,300 STRONGOUR GLOBAL FINANCE TEAM – 4,300 STRONG

NorthNorthAmericaAmerica

58%58%

EuropeEurope26%26%

SouthSouthAmericaAmerica

10%10%

Asia-Asia-PacificPacific

6%6%

GLOBAL FINANCE DEPLOYMENTGLOBAL FINANCE DEPLOYMENT

AccountingAccounting20%20%

Treasury,Treasury,Audit, Corp. StaffsAudit, Corp. Staffs

7%7%

FunctionalFunctionalControllers’Controllers’

OfficesOffices73%73%

Provides Framework to Accelerate Early Career Development

3 Challenging Assignments3 Challenging Assignments

Stewardship / MentoringStewardship / Mentoring

Finance Skill DevelopmentFinance Skill Development

Visibility With Upper ManagementVisibility With Upper Management

THE FORD FINANCE CAREER FOUNDATION THE FORD FINANCE CAREER FOUNDATION PROGRAMPROGRAM

PROFESSIONAL DEVELOPMENT AT ALL LEVELSPROFESSIONAL DEVELOPMENT AT ALL LEVELS

• Personnel development committees (PDC) at every level manage the development process

• Decisions made with input from employee supervisor and PDC to maximize career development

• Professional development of employees is a key responsibility of all levels of management