Bank of America Conference

April 1, 2015

APRIL 25, 2014

(PRELIMINARY RESULTS) Bank of America Conference

April 1, 2015

Executive Vice President, Ford Motor Company

President, The Americas

Joe Hinrichs

Bank of America Merrill Lynch -- 2015 New York Auto Summit

April 1, 2015

SLIDE 1

AGENDA

• One Ford Plan Update

– North America

– South America

• 2015 Planning Assumptions and Key Metrics

• Closing Remarks

• Q&A

SLIDE 2

OUR FOCUS

• One Ford -- Acceleration

• Product Excellence -- Delivered With Passion

• Innovation -- In Every Part Of Our Business

Asia Pacific

Americas

Europe,

Middle East

& Africa

Small Medium

Large

+ =

THE PLAN

+

Profits

& Cash PROFITABLE GROWTH

FOR ALL

SLIDE 3

ONE FORD LONG-TERM OBJECTIVES

People Working Together As A Lean,

Global Enterprise For Automotive Leadership

Five Objectives To Deliver An Exciting, Viable Ford

Delivering Profitable Growth For All, As Well As Automotive Leadership

Operating

Margins

8%+

Top 5

Sales /

10%+

Global

Share

More

Balanced

Regional

& Segment

Profits

Top Quartile

Total

Shareholder

Return

(TSR)

Highly

Regarded

By All

Stakeholders

SLIDE 4

ONE FORD STRATEGIC FRAMEWORK

Strong

Brands

Serving

All Markets

Complete

Family Of

Best-In-Class

Vehicles

Profit =

Revenue X

Margin

Product Excellence Innovation

Ford

Smart

Mobility

Asia Pacific

Americas

Europe,

Middle East

& Africa

Small Medium

Large

“Turbo Machine”

Profits & Cash

PROFITABLE GROWTH FOR ALL

Profits & Cash

PROFITABLE GROWTH FOR ALL

SLIDE 5

• Significant transformation of Ford

North America since 2008

– Continuing to implement global product

strategy and launch new products that

our customers want and value

– Delivering significant improvements

in fuel economy

– Driving quality improvements

– Controlling structural costs

– Aligning production capacity with

demand

– Generating strong cash flow to support

corporate balance sheet improvements

Pre-Tax Results (Bils.)

NORTH AMERICA -- OVERVIEW

North America Transformation Has Driven Strong Profits

In The Last Five Years

$(5.9)

$(0.6)

$5.4 $6.2

2008 2009 2010 2011

Operating Margin

(Neg.) (Neg.) 8.4% 8.3% 10.6% 10.2% 8.4%

$8.1 $8.8

2012 2013

$6.9

2014

SLIDE 6

• Deliver profitable growth

• Accelerate quality improvements

• Develop and launch outstanding products

• Continue to revitalize the Lincoln brand

• Control costs as we grow the business

NORTH AMERICA -- KEY PRIORITIES

SLIDE 7

U.S. INDUSTRY SALES RATES

14.8 15.9

16.8 16.8 17.0 - 17.5

Retail SAAR (Mils.)

11.7 12.9 13.7 13.4

2012 2013 2014 2015 Full Year Outlook

SAAR (Millions)

U.S. Industry Sales Are Projected To Continue To Grow

With A 2015 Full Year Outlook Of 17 - 17.5 Million Units

Feb. YTD 2015

SLIDE 8

Age Light Vehicles (yrs.)

U.S. INDUSTRY -- PICKUP SALES DRIVERS

Full-Size Pickup Sales Rebound Supported By Improved Housing Sector

2.3

1.6

1.4

1.7

1.9 2.0 1.8

0.9

0.6

0.8 0.9 1.0

2006 2008 2010 2012 2013 2014

Housing Starts and Full-Size Pickup Sales

Full-Size Pickup Sales (unit -- mils.)

Housing Starts (unit -- mils.)

SLIDE 9

U.S. MARKET SHARE

Expect Higher Market Share In 2015 Driven By New Product Introductions

Total Ford / Lincoln Share (Pct.)

15.2% 15.7%

14.7% 14.6%

B / (W) Prior Year

(1.3) Pts. 0.5 Pts. (1.0) Pts. (0.5) Pts.

2012 2013 2014 Feb. YTD 2015

SLIDE 10

NORTH AMERICA QUALITY IMPROVEMENT ACTIONS

Accelerated Quality Actions Are Driving Improvement

And Closing Gap To Best-In-Class Competition

Ford U.S. Full Year Things-Gone-Wrong At Three Months In Service

2013MY 2014MY

Better

Best -in-

Class

Source: Global Quality Research System (GQRS)

16.4%

SLIDE 11

Taurus

Edge

Fusion

Transit

Mustang Focus

Super Duty

Transit Connect

Escape

C-MAX

Fiesta

Flex

Expedition

Explorer

F-150

NORTH AMERICA

Medium Duty

2015 launches 2014 launches

SLIDE 12

All-New F-150 Has Won 28 Major Truck Of The Year Awards,

Including North American Truck Of The Year (NAIAS)

2015 FORD F-150

SLIDE 13

2015 FORD F-150 LAUNCH STATUS

The Launch Of The Most Capable F-150 Ever Is On Track

Key Data

Dearborn Truck Plant

• Full-scale vehicle production on three crews

Kansas City Assembly Plant

• Plant changeover complete

• Production began on three crews; ramp to full production

capability during Second Quarter

• Shipments to customers started late First Quarter

Key Data

SLIDE 14

2015 FORD F-150 SALES AND MARKETING UPDATE

Strong Demand For The All-New F-150

• Pre-launch on-line media content has accumulated over 52 million video

views from combined sources, including YouTube and Ford’s F-150

reveal website

• Demand metrics remain strong, with over 1.2 million online build and price

actions taken by consumers, and additional 410,000 requests for more

information

• 2015 MY F-150 is turning very quickly -- in February, it averaged only 18 days

on dealer lots; new model represented 21% of total F-150 retail sales in

February

• Initial mix has been rich, with a high mix of sales reflecting 4x4 drivetrain,

crew cab body style, and Lariat or even higher-spec vehicles

SLIDE 15

2015 FORD EDGE

The All-New Ford Edge Began Shipping To Dealers In March

SLIDE 16

2016 FORD EXPLORER

New Ford Explorer -- Americas Best-Selling SUV Over The Past 25 Years

Available In Dealerships Later This Year

SLIDE 17

All-New Ford Explorer -- Americas Best Selling SUV For 25 Years

INNOVATION THROUGH PERFORMANCE

More Than 12 New Ford Performance Vehicles Through 2020

SLIDE 18

• Rapidly growing global luxury

segment with about a third of the

global industry profit pool

• U.S. and China to represent nearly

50% of global luxury sales by 2020

• Well positioned to retain Ford

customers moving to luxury segment

• Lincoln and its long heritage is well

regarded by consumers in China

• Advantage in our size and geographic

footprint as we grow the brand

We Are Fully Committed To Re-Establishing Lincoln’s Position

Among The Top Luxury Segment Brands

LINCOLN MOTOR COMPANY

Distinct Brand

Unique And Compelling

Products

Superior Client Experience

Strategic Priorities Opportunities Ahead

SLIDE 19

Re-Establishing Lincoln As A Top Luxury Brand

LINCOLN JOURNEY

LINCOLN

MOTOR

COMPANY

ANNOUNCEMENT

BLACK LABEL

REVEAL

AT PEBBLE

BEACH

LINCOLN BRAND

LAUNCHES IN

CHINA

MKC LAUNCH

NAVIGATOR

LAUNCH

BLACK LABEL

LAUNCHES

IN LOS ANGELES

LINCOLN

ANNOUNCES

REVEL

PARTNERSHIP

MKC CAMPAIGN

WITH

MATTHEW

McCONAUGHEY

LINCOLN

DEALERSHIPS

OPEN IN CHINA

MKZ LAUNCH

CONTINENTAL

CONCEPT

REVEAL AT NEW

YORK AUTO

SHOW

2012 2013 2014 2015

MKX REVEAL

SLIDE 20

MKX

2015 launches 2014 launches

SLIDE 21

All-New Lincoln MKX Is The Third All-New Vehicle In The

Lincoln Transformation Plan -- Available In Dealerships Later This Year

2016 LINCOLN MKX

SLIDE 22

LINCOLN CONTINENTAL CONCEPT

Elegant, Effortlessly Powerful, Serene,

Lincoln Continental Concept Is The Future Of Quiet Luxury

SLIDE 23

NORTH AMERICA -- KEY TAKEAWAYS

• Industry sales growth is forecasted to continue this year

• Ford North America is focused on delivering key 2015 launches and

growing market share

• Accelerated quality actions are driving improvement and closing

the gap to best-in-class

• Strong margins projected to continue; First Quarter results reflect

impact of product launches

• Lean cost structure is key to maintaining / improving operating

efficiency

• Lincoln growth plan is on track

Continue To Focus On Driving Profitability,

Growing Market Share, And Improving Quality

SLIDE 24

SOUTH AMERICA -- OVERVIEW

• South America generated strong

pre-tax profit and operating margins

through 2011. A more challenging

macroeconomic and political

environment started in 2012

• 2014 results reflect:

– Weakening industry

– Exchange weakness, high

inflation, and capital controls

– Change in regional trade policies

• Fully transitioned to global products

in 2014

• Venezuela results no longer reported

in consolidated financials beginning

in 2015

Results For 2014 Were Lower Than 2013,

Reflecting Volatile Business Environment

* 2013 pre-tax results were $(33) million

Pre-Tax Results (Bils.)

$1.2

$0.8

$1.0 $0.9

2008 2009 2010 2011

Operating Margin

14.1% 9.7% 10.2% 7.8% 2.1% (0.3)% (13.2)%

$0.2

$ - *

2012 2013

$(1.2)

2014

SLIDE 25

SOUTH AMERICA -- BUSINESS ENVIRONMENT

South America Faces Numerous Macroeconomic

And Political Challenges

• South America macroeconomic and

political challenges continue to

escalate and include:

– Recessionary to low-growth

economies

– Tough competition and excess

capacity

– High inflation

– Capital controls and limited access

to foreign reserves

– Restrictive trade policies

– Contested tax incentives

– Political and social uncertainty in

some countries

SLIDE 26

• Continue to leverage One Ford Plan throughout the business to:

– Build on improvements in quality and fuel economy

– Implement global Ford products, tailored to local market needs

– Strengthen brand to support long-term growth

– Grow revenue and market share, including trucks and expansion in

smaller markets

– Reduce costs through footprint optimization and increased

localization. Manage regulatory-related costs

– Manage country and currency risks through trade and

currency balancing

SOUTH AMERICA -- STRATEGY

Quality, Growth, Cost Focus, And Country / Currency Risk Management

SLIDE 27

Ranger

2014 Launches 2015 Launches

Fusion

Focus

Ka

Cargo

F-250

Explorer

Edge

Fiesta

EcoSport

SOUTH AMERICA

Transit

F-150

Escape

Mustang

Heavy Duty

SLIDE 28

All-New Ka Has Leading Fuel Economy And Brings New Technology

And Safety Features To The Emerging Consumer Class

2015 FORD KA

SLIDE 29

The New Focus Maintains Class-Leading Fuel Economy And

High-End Safety And Technology Features As A Trade-Up Choice

2016 FORD FOCUS

SLIDE 30

SOUTH AMERICA -- KEY TAKEAWAYS

South America Assessing Risks And Taking Steps To Address Challenges

• Macroeconomic and political challenges continue to place pressure on the

operating margin, while industry volumes are running below last year

• South America continues to expand its product lineup and has replaced

legacy products with global One Ford offerings

• South America is focused on actions to optimize its footprint, reduce

material cost, accelerate incremental localization, and improve

structural cost

• Venezuela results removed from consolidated financials beginning in 2015,

which should result in lower volatility and profit risk going forward

• Longer term South America is viewed as an attractive business region that

will return to profitability

SLIDE 31

2015 KEY METRICS -- BUSINESS UNITS

Expect Total Company Pre-Tax Profit, Excluding Special Items,

To Be $8.5 Billion To $9.5 Billion

2014 Full Year 2015 Full Year

Results Outlook

Automotive (Mils.)

North America 6,898$ Higher*

- Operating Margin 8.4 8 - 9%

South America (1,162) Substantially Improved*

Europe (1,062) Improved*

Middle East & Africa (20) Loss

Asia Pacific 589 Higher*

Net Interest Expense (583) Equal To Or Higher*

Ford Credit (Mils.) 1,854$ Equal To Or Higher*

* Compared with 2014

%

SLIDE 32

2015 CALENDARIZATION -- TOTAL COMPANY*

Pre-Tax Profit Percent of Full Year

First

Quarter

Third

Quarter

Second

Quarter

Fourth

Quarter

* Illustrative only, excludes special items

** Expect Full Year 2015 operating effective tax rate to be about equal to 2014 rate

Atypical Profit Calendarization Expected In 2015;

Operating Effective Tax Rate Expected To Vary During The Year

2015 Plan

Historical

Operating Effective Tax Rate**

Full Year Rate

First

Quarter

Third

Quarter

Second

Quarter

Fourth

Quarter

2015 Plan

SLIDE 33

2015 PLANNING ASSUMPTIONS AND KEY METRICS

Strong Growth And Financial Performance Expected For 2015;

Total Company Pre-Tax Profit To Be $8.5 Billion To $9.5 Billion

2014 Full Year

Results Plan

Planning Assumptions (Mils.)

Industry Volume* -- U.S. 16.8 17.0 - 17.5

-- Europe 20 14.6 14.8 - 15.3

-- China 24.0 24.5 - 26.5

Key Metrics

Automotive (Compared with 2014):

- Revenue (Bils.) 135.8$ Higher

- Operating Margin** 3.9 Higher

- Operating-Related Cash Flow (Bils.)*** 3.6$ Higher

Ford Credit (Compared with 2014):

- Pre-Tax Profit (Bils.) 1.9$ Equal To Or Higher

Total Company:

- Pre-Tax Profit (Bils.)*** 6.3$ $8.5 - $9.5

* Based, in part, on estimated vehicle registrations; includes medium and heavy trucks

* * Automotive operating margin is def ined as Automotive pre- tax results, excluding special items and Other Automotive, d ivided

by Automotive revenue

* * * E xcludes special items; see Appendix for detail and reconciliation to GAAP

2015 Full Year

%

SLIDE 34

Asia Pacific

Europe,

Middle East

& Africa

Americas

Large

Medium Small

Asia Pacific

Americas

Europe,

Middle East

& Africa Small

Medium

Large

Asia Pacific

Europe,

Middle East

& Africa

Americas

Large

Medium Small

• Further Strengthen

Ford Brand Globally

• Grow Lincoln Brand

• Nurture Developed

Markets; Sharply

Expand In

Emerging Markets

• Leverage Parts and

Service And Ford Credit

• Expand In Small

Vehicles And Luxury

• Strengthen Position In

Utility Vehicles And

Trucks

• Enhance Consumer

Experience

• Lead In Connectivity

• Innovate In Mobility

• Evolve Autonomous

Vehicles Technology

• Leverage Analytics

• Deliver Scale Benefits

• Optimize Footprint

• Drive Cost Efficiencies

• Improve Processes

SLIDE 35

QUESTIONS?

SLIDE 36

Statements included or incorporated by reference herein may constitute "forward-looking statements" within the meaning of the Private Securities Litigation Reform Act of 1995. Forward-looking

statements are based on expectations, forecasts, and assumptions by our management and involve a number of risks, uncertainties, and other factors that could cause actual results to differ

materially from those stated, including, without limitation:

Decline in industry sales volume, particularly in the United States or Europe, due to financial crisis, recession, geopolitical events, or other factors;

Decline in Ford's market share or failure to achieve growth;

Lower-than-anticipated market acceptance of Ford's new or existing products;

Market shift away from sales of larger, more profitable vehicles beyond Ford's current planning assumption, particularly in the United States;

An increase in or continued volatility of fuel prices, or reduced availability of fuel;

Continued or increased price competition resulting from industry excess capacity, currency fluctuations, or other factors;

Fluctuations in foreign currency exchange rates, commodity prices, and interest rates;

Adverse effects resulting from economic, geopolitical, or other events;

Economic distress of suppliers that may require Ford to provide substantial financial support or take other measures to ensure supplies of components or materials and could increase costs,

affect liquidity, or cause production constraints or disruptions;

Work stoppages at Ford or supplier facilities or other limitations on production (whether as a result of labor disputes, natural or man-made disasters, tight credit markets or other financial

distress, production constraints or difficulties, or other factors);

Single-source supply of components or materials;

Labor or other constraints on Ford's ability to maintain competitive cost structure;

Substantial pension and postretirement health care and life insurance liabilities impairing our liquidity or financial condition;

Worse-than-assumed economic and demographic experience for postretirement benefit plans (e.g., discount rates or investment returns);

Restriction on use of tax attributes from tax law "ownership change;“

The discovery of defects in vehicles resulting in delays in new model launches, recall campaigns, or increased warranty costs;

Increased safety, emissions, fuel economy, or other regulations resulting in higher costs, cash expenditures, and / or sales restrictions;

Unusual or significant litigation, governmental investigations, or adverse publicity arising out of alleged defects in products, perceived environmental impacts, or otherwise;

A change in requirements under long-term supply arrangements committing Ford to purchase minimum or fixed quantities of certain parts, or to pay a minimum amount to the seller ("take-or-

pay" contracts);

Adverse effects on results from a decrease in or cessation or clawback of government incentives related to investments;

Inherent limitations of internal controls impacting financial statements and safeguarding of assets;

Cybersecurity risks to operational systems, security systems, or infrastructure owned by Ford, Ford Credit, or a third-party vendor or supplier;

Failure of financial institutions to fulfill commitments under committed credit and liquidity facilities;

Inability of Ford Credit to access debt, securitization, or derivative markets around the world at competitive rates or in sufficient amounts, due to credit rating downgrades,

market volatility, market disruption, regulatory requirements, or other factors;

Higher-than-expected credit losses, lower-than-anticipated residual values, or higher-than-expected return volumes for leased vehicles;

Increased competition from banks, financial institutions, or other third parties seeking to increase their share of financing Ford vehicles; and

New or increased credit, consumer, or data protection or other regulations resulting in higher costs and / or additional financing restrictions.

We cannot be certain that any expectation, forecast, or assumption made in preparing forward-looking statements will prove accurate, or that any projection will be realized. It is to be expected

that there may be differences between projected and actual results. Our forward-looking statements speak only as of the date of their initial issuance, and we do not undertake any obligation to

update or revise publicly any forward-looking statement, whether as a result of new information, future events, or otherwise. For additional discussion, see "Item 1A. Risk Factors" in our Annual

Report on Form 10-K for the year ended December 31, 2014, as updated by our subsequent Quarterly Reports on Form 10-Q and Current Reports on Form 8-K.

RISK FACTORS

APPENDIX

SLIDE 38

2014 INCOME FROM CONTINUING OPERATIONS

APPENDIX 1

SLIDE 39

SPECIAL ITEMS

2013 2014 2013 2014

(Mils.) (Mils.) (Mils.) (Mils.)

Personnel-Related Items

Separation-related actions* (156)$ (251)$ (856)$ (685)$

Other Items

Venezuela accounting change -$ (800)$ -$ (800)$

Ford Sollers equity impairment - - - (329)

2016 Convertible Notes settlement - (126) - (126)

U.S. pension lump sum program (155) - (594) -

FCTA -- subsidiary liquidation - - (103) -

Ford Romania consolidation loss - - (15) -

Total other items (155)$ (926)$ (712)$ (1,255)$

Total special items (311)$ (1,177)$ (1,568)$ (1,940)$

Tax special items 2,080$ 181$ 2,157$ 494$

Memo:

Special items impact on earnings per share** 0.43$ (0.25)$ 0.14$ (0.36)$

* Primarily related to separation costs for personnel at the Genk and U.K. facilities

** Includes related tax effect on special items and tax special items

Fourth Quarter Full Year

APPENDIX 2

SLIDE 40

AUTOMOTIVE SECTOR

NET INTEREST RECONCILIATION TO GAAP

APPENDIX 3

SLIDE 41

AUTOMOTIVE SECTOR

GROSS CASH RECONCILIATION TO GAAP

Dec. 31 Sep. 30 Dec. 31

(Bils.) (Bils.) (Bils.)

Cash and cash equivalents 5.0$ 6.0$ 4.6$

Marketable securities 20.1 16.9 17.1

Total cash and marketable securities (GAAP) 25.1$ 22.9$ 21.7$

Securities in transit* (0.3) (0.1) -

Gross cash 24.8$ 22.8$ 21.7$

* The purchase or sale of marketable securities for which the cash settlement was not made by period end and the related payable or

receivable remained on the balance sheet

2013 2014

APPENDIX 4

SLIDE 42

AUTOMOTIVE SECTOR

OPERATING-RELATED CASH FLOWS

RECONCILIATION TO GAAP

APPENDIX 5