Ford Motor Company | Interfaith Center on Corporate Responsibility

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<strong>Company:</strong>
<p>Ford Motor Company</p>
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<strong>Year:</strong>
<p>2026 </p>
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<strong>Issue Area:</strong>
<p>Corporate Governance </p>
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<strong>Focus Area:</strong>
<p>One Vote Per Share </p>
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<strong>Status:</strong>
<p>Filed</p>
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<h2>Resolution Text</h2>
<p><strong>RESOLVED</strong>: Shareholders request that our Board take steps to ensure that all of our company’s outstanding stock has an equal one-vote per share in each voting situation. This would encompass all practicable steps including encouragement and negotiation with current and future shareholders, who have more than one vote per share, to request that they relinquish, for the common good of all shareholders, any preexisting rights, if necessary.</p>
<p><strong>SUPPORTING STATEMENT</strong>:</p>
<p dir=”ltr”>This proposal is not intended to unnecessarily limit our Board’s judgment in crafting the requested change in accordance with applicable laws and existing contracts.  Corporate governance advocates have suggested a 7-year transition to equal voting rights for each share.</p>
<p dir=”ltr”>Ford Family shares have 36-votes per share compared to the tiny one-vote per share for regular shareholders.  This dual-class voting stock reduces management accountability by giving insiders the power to retain corporate control wildly disproportionate to their money at risk.</p>
<p dir=”ltr”>This proposal topic has received more than 51% of the independent vote of the non-family Ford stock in each year since 2011. It is important to vote for this proposal to help block the Ford family from finding additional creative ways to further reduce their money at risk at Ford while maintaining the same control over the management of Ford. </p>
<p dir=”ltr”>In spite of such consistent 2011 to 2024 support from regular Ford shareholders for this proposal topic – Ford management has done absolutely nothing to address this serious issue – not even one small step. </p>
<p dir=”ltr”>Now could be a good time for this transition since Ford stock was at $18 in 2014 and at only $13 in late 2025 despite a robust stock market. Nonetheless some analysis believe Ford stock is overvalued.</p>
<p dir=”ltr”>Plus reports of Ford management failures and a challenging marketplace emerged in 2025:</p>
<p dir=”ltr”>Ford faced significant scrutiny for issuing over 120 safety recalls as of October 2025, a record number for any automaker in a single year in U.S. history. These recalls affected millions of vehicles globally and involved serious issues like fuel pump failures, steering problems, and camera display malfunctions, often requiring in-person dealership visits for repairs. The high volume of recalls points to ongoing quality control issues within Ford.</p>
<p dir=”ltr”>A fire at a crucial aluminum supplier (Novelis) in Oswego, New York, significantly impacted Ford’s production, especially for its highly profitable F-150 trucks. This incident is projected to result in a production loss of 100,000 units in the fourth quarter and an estimated $1 billion impact on earnings.</p>
<p dir=”ltr”>Ford’s electric vehicle (EV) division reported a year-to-date loss of $3.6 billion, driven by lower pricing and increased investment in next-generation EVs. Ford faces industry-wide challenges from EV overcapacity and intense global competition, particularly from Chinese manufacturers.<br> </p>
<p dir=”ltr”>Ford revised its full-year 2025 adjusted free cash flow guidance downward (to between $2 and $3 billion), largely due to the Novellas fire and tariffs. A $1 billion tariff impact is expected for 2025. </p>
<p dir=”ltr”>Additionally, Ford CEO Jim Farley admitted to overpricing certain trucks and SUVs which led to slow sales and belated price reductions on models like the 2025 F-150.</p>

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<h3>Lead Filer</h3>
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<div class=”views-field views-field-nothing”><span class=”field-content”> John Chevedden</span></div><div class=”views-field views-field-title views-field-field-shareholder”><span class=”field-content”>Chevedden Corporate Governance</span></div>
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<strong>Company:</strong>
<p>Ford Motor Company</p>
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<strong>Year:</strong>
<p>2025 </p>
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<strong>Issue Area:</strong>
<p>Corporate Governance </p>
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<strong>Focus Area:</strong>
<p>One Vote Per Share </p>
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<strong>Status:</strong>
<p>Omitted</p>
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<h2>Resolution Text</h2>
<p>RESOLVED: Shareholders request that our Board take steps to ensure that all of our company’s outstanding stock has an equal one-vote per share in each voting situation. This would encompass all practicable steps including encouragement and negotiation with current and future shareholders, who have more than one vote per share, to request that they relinquish, for the common good of all shareholders, any preexisting rights, if necessary.<br> <br>This proposal is not intended to unnecessarily limit our Board’s judgment in crafting the requested change in accordance with applicable laws and existing contracts.  Corporate governance advocates have suggested a 7-year transition to equal voting rights for each share.</p>
<p>Ford Family shares have 36-votes per share compared to the tiny one-vote per share for regular shareholders.  This dual-class voting stock reduces management accountability by giving insiders the power to retain corporate control wildly disproportionate to their money at risk.</p>
<p>This proposal topic has received more than 51% of the independent vote of the non-family Ford stock in each year since 2011. It is important to vote for this proposal to help block the Ford family from finding additional creative ways to further reduce their money at risk at Ford while maintaining the same control over the management of Ford. </p>
<p>In spite of such consistent 2011 to 2024 support from regular Ford shareholders for this proposal topic – Ford management has done absolutely nothing to address this serious issue – not even one small step. </p>
<p>Ford shareholders can question how much of this Ford Bad News is due to giving Ford family insiders the power to retain corporate control wildly disproportionate to their money at risk:</p>
<p>Ford Gets $165 Million Recall Penalty, Second Largest In History</p>
<p>November 16, 2024</p>
<p>Ford recalls nearly 150K top-selling vehicles</p>
<p>September 23, 2024</p>
<p>Ford Recalls 47,000+ F-150 Trucks For Turbo Engine Failures</p>
<p>September 9, 2024</p>
<p>Ford Recalls 90,000 Vehicles for Catastrophic Engine Failure</p>
<p>September 4, 2024</p>
<p>Ford issued 6 recalls this month for up to 200k vehicles</p>
<p>August 20, 2024</p>
<p>Ford is recalling 85,000 cop cars because the engines could catch fire </p>
<p>August 19, 2024</p>
<p>Ford recalls about 85,000 Explorer SUVs over engine fire risk </p>
<p>August 16, 2024</p>
<p>Ford and Chrysler Are the Recall Kings of 2024  </p>
<p>August 15, 2024</p>
<p>Ford vehicles recalled, but replacement parts aren’t available for months</p>
<p>August 6, 2024</p>
<p>Ford Is Losing Billions A Year Due To Recalls and Warranty Work </p>
<p>July 30, 2024</p>
<p>Ford’s Recalls Are Costing Billions</p>
<p>July 25, 2024</p>
<p>Ford Recalls 668,000 2014 F-150 Pickup Trucks Over Transmission Issue</p>
<p>June 25, 2024</p>
<p>Ford Sacrifices Short-Term Profits to Fix Its Costly Recall Problem </p>
<p>June 20, 2024</p>
<p>Ford recalls 242,669 US vehicles, NHTSA says </p>
<p>May 1, 2024</p>
<p>Ford recalls over 450,000 vehicles due to loss of drive power </p>
<p>April 17, 2024</p>

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<h4>Resolution Details</h4>
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<strong>Company:</strong>
<p>Ford Motor Company</p>
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<strong>Year:</strong>
<p>2025 </p>
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<strong>Issue Area:</strong>
<p>Human Rights & Worker Rights </p>
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<strong>Focus Area:</strong>
<p>Collective Bargaining/Unionization </p>
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<strong>Status:</strong>
<p>Filed</p>
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Noninterference when workers seek to form or join a trade union, and a prohibition against acting to undermine this right or pressure workers not to form or join a trade union;
Good faith and timely collective bargaining if workers form or join a trade union;
Uphold the highest standard where national or local law differs from international human rights standards; and
Define processes to identify, prevent, and remedy practices that violate or are inconsistent with the Policy.

<p class=”p8″>Whereas<strong>:</strong></p>
<p class=”p9″>Freedom of association and collective bargaining (FoA/CB) are fundamental human rights protected by international standards, including the Fundamental Principles and the UN Guiding Principles on Business and Human Rights (UNGPs). Companies are required to extend their responsibility to respect human rights, including FOA/CB, to their business relationships, which include joint ventures.1</p>
<p class=”p11″>FOA/CB can mitigate material risks and enhance shareholder value. They are correlated with improved health and safety and human rights due diligence; increased productivity, wages, and retention; and reduced racial, gender, and economic inequality.2</p>
<p class=”p11″>The electric vehicle (EV) industry is predominantly non-unionized.3 Experts are concerned non-unionized battery manufacturing plants will negatively impact workers’ rights,4 since they pay workers significantly less than their unionized counterparts and have more health and safety violations.5 Additionally, many EV battery plants will be located in right-to-work states in the South, where unionizing is more difficult.6</p>
<p class=”p13″>Through its joint venture, BlueOval SK LLC, Ford is constructing three battery manufacturing plants in Kentucky and Tennessee,7 which will employ almost 11,000 workers.8 During the 2023 United Auto Workers negotiations, General Motors and Stellantis agreed to extend their contracts to include joint venture battery plants.9 Ford refused to do so, presenting the Company and its shareholders with potential human capital risks10 and ongoing social and reputational risks.11 In Tennessee, a coalition of local communities, labor, and faith organizations – in a majority-Black region that has long-faced racism and inequality – is urging Ford to sign a community benefits agreement to ensure environmental protections, community investments, and union jobs.12</p>
<p class=”p3″>Although Ford states these future joint venture employees can choose to unionize,13 the plants’ locations in right-to-work states will likely make this difficult. A noninterference policy would assure joint venture workers would be truly free to organize. Moreover, adopting a noninterference policy is a non-onerous action Ford could undertake without undue burden.</p>
<p class=”p1″>1 https://www.ohchr.org/sites/default/files/documents/publications/guidingprinciplesbusinesshr_en.pdf; https://www.ungpreporting.org/resources/glossary/</p>
<p class=”p2″>2 https://uniglobalunion.org/wp-content/uploads/cwc_foa_cb_report.pdf</p>
<p class=”p2″>3 https://www.wri.org/insights/michigan-electric-vehicle-job-creation</p>
<p class=”p2″>4 https://www.cnn.com/2023/09/20/business/uaw-jobs-south-auto/index.html; https://uniontrack.com/blog/ev-transition</p>
<p class=”p3″>5 https://www.wri.org/insights/ev-transition-auto-manufacturing-jobs; https://news.bloomberglaw.com/safety/ev-batteries- chemical-risks-to-us-workers-rising-as-plants-grow</p>
<p class=”p2″>6 https://www.wri.org/insights/ev-transition-auto-manufacturing-jobs</p>
<p class=”p4″>7 https://www.energy.gov/lpo/articles/lpo-announces-conditional-commitment-loan-blueoval-sk-further-expand-us-ev- battery-0</p>
<p class=”p5″>8</p>
<p class=”p6″>https://library.edf.org/AssetLink/07l26xtk0xv2bw713c64na3g5g1kmbb7.pdf?_gl=1*1q9i25m*_gcl_au*MTQ0MzA0NTkyMS4xNzMwMzE2MTg0*_ga*NTM4MTc4NDk4LjE3MzAzMTYxODM.*_ga_2B3856Y9QW*MTczMDMxNjE4Mi4xLjEuMTczMDMxNjIzNy41LjAuMA..*_ga_Q5CTTQBJD8*MTczMDMxNjE4My4xLjEuMTczMDMxNjIzNy42LjAuMA..</p>
<p class=”p1″>9 https://goodjobsfirst.org/uaw-battery-plants-just-transition/</p>
<p class=”p2″>10 Workers’ rights violations at General Motors’ joint venture plant highlight this potential risk:</p>
<p class=”p2″>https://perfectunion.us/electric-vehicles-reality/</p>
<p class=”p3″>11 https://www.americanprogress.org/article/construction-of-tennessee-ev-battery-facility-highlights-promises-and- challenges-of-biden-administration-policies/</p>
<p class=”p2″>12 https://www.tn4all.org/; https://www.localmemphis.com/article/news/local/west-tennessee-residents-demand-voices- heard-blue-oval-project-ford-company/522-fbc911d7-ab89-41c7-a48c-8e603cad3a6e</p>
<p class=”p2″>13 https://media.ford.com/content/fordmedia/fna/us/en/news/2023/10/03/ford-makes-comprehensive-offer-to-uaw– record-pay-and-benefits–.html</p>

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<div class=”views-field views-field-nothing”><span class=”field-content”> Gloria Oehl</span></div><div class=”views-field views-field-title views-field-field-shareholder”><span class=”field-content”>Franciscan Sisters of Allegany, NY</span></div>
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<strong>Company:</strong>
<p>Ford Motor Company</p>
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<strong>Year:</strong>
<p>2025 </p>
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<strong>Issue Area:</strong>
<p>Human Rights & Worker Rights </p>
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<strong>Focus Area:</strong>
<p>Human Rights, Racial Justice </p>
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<strong>Status:</strong>
<p>Filed</p>
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<h2>Resolution Text</h2>
<p><strong>WHEREAS</strong>: In August 2024, Ford Motor Company linked the need to be “mindful that our employees  and customers hold a wide range of beliefs” to an apparent substantive shift in its diversity, equity, and inclusion (DEI) strategy. Announced changes included: no longer participating in the Human Rights Campaign (HRC)’s survey on corporate practices related to lesbian, gay, bisexual, transgender, and queer (LGBTQ+) employees; not linking compensation to diversity goals; and changing the focus of employee resource groups.1</p>
<p>Many investors view a company’s management of DEI-related strategies as a material topic. If Ford has dismantled DEI policies and practices, this may expose it to legal, financial, and reputational risks that will undermine its long-term growth.</p>
<p><strong>Legal</strong>:</p>
<p>Racial and gender discrimination is prohibited under the Civil Rights Act of 1964. Companies must maintain harassment policies that are “reasonably designed and reasonably effectual.” If an employer should have known that harassment was taking place, it can be held responsible. Reducing or eliminating DEI initiatives might indicate a lack of corporate commitment to managing discriminatory behavior.2</p>
<p><strong>Financial</strong>:</p>
<p>Research studies indicate that investors benefit from companies with management diversity.</p>
<p>For example, McKinsey studies have consistently found that companies with higher diversity in corporate leadership are more likely to outperform peers in profitability.3 A review by As You Sow and Whistle Stop Capital of the manager diversity of over 1,600 companies found statistically significant positive correlations to key financial performance indicators, including: return on equity and invested capital, revenue growth, and share price performance.4</p>
<p>A 2024 meta-analysis found that companies with diversity and inclusion initiatives experience benefits that include: increased innovation, enhanced employee engagement and satisfaction, and improved decision-making.5</p>
<p><strong>Long-term growth</strong>:</p>
<p>HRC estimates that LGBTQ+ Americans have spent an estimated $103 billion on vehicles since 2020.6 According to a 2024 Gallup poll, almost eight percent of Americans currently identify as LGBTQ+.</p>
<p>However, more than 20 percent of Gen Z adults identify as such.7 With each of the last five generations, the percentage of Americans identifying as LGBTQ+ has doubled,8 indicating that Gen Alpha will have an even stronger association than Gen Z.</p>
<p>Alienating the LGBTQ+ population, along with their allies, risks serious, long-term brand harm for Ford.</p>
<p><strong>RESOLVED: </strong>Shareholders request that the Board prepare and issue a report describing the research and analysis it undertook before making changes to its DEI policies and practices in Summer 2024. The disclosure should be made at reasonable expense, excluding proprietary or privileged information.</p>
<p><strong>SUPPORTING STATEMENT: </strong>Shareholders suggest the report include, at Board discretion:</p>

A qualitative and quantitative description of the DEI-related concerns raised by the Company’s consumer base, if any;
The process and level of Board involvement in decision-making related to the Company’s DEI strategy;
Current and planned strategies to ensure a workplace free of harassment and discrimination; and
Any foreseeable impacts on the Company’s ability to source diverse talent, consumer sentiment, or brand value.

<p>1 https://x.com/robbystarbuck/status/1828820035118518737</p>
<p>2 https://niwr.org/wp-content/uploads/2024/10/NIWR-Summary-Memo-on-DEI.pdf</p>
<p>3 https://www.mckinsey.com/featured-insights/diversity-and-inclusion/diversity-matters-even-more-the-case-for-holistic- impact</p>
<p>4 https://www.asyousow.org/report-page/2023-capturing-the-diversity-benefit</p>
<p>5https://www.researchgate.net/publication/380115625_ENHANCING_ORGANIZATIONAL_PERFORMANCE_THROUGH_DIVERSIT</p>
<p>Y_AND_INCLUSION_INITIATIVES_A_META-ANALYSIS</p>
<p>6 https://www.hrc.org/press-releases/automotive-data-show-massive-lgbtq-people-of-color-consumer-power-red-flag-for- automakers-backtracking-on-inclusion-commitments</p>
<p>7 https://news.gallup.com/poll/611864/lgbtq-identification.aspx</p>
<p>8 https://www.statista.com/statistics/719685/american-adults-who-identify-as-homosexual-bisexual-transgender-by- generation/</p>

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<div class=”views-field views-field-nothing”><span class=”field-content”> Maxwell Homans</span></div><div class=”views-field views-field-title views-field-field-shareholder”><span class=”field-content”>Mercy Investment Services</span></div>
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Resolution Details

Company:

Ford Motor Company

Year:

2023

Issue Area:

Inclusiveness

Focus Area:

Equal Employment Opportunity (EEO)

Status:

Withdrawn for Agreement

Resolution Text

BE IT RESOLVED: Shareholders request that Ford Motor Co. (“Ford”) report to shareholders on the effectiveness of the Company’s diversity, equity, and inclusion efforts. The report should be done at reasonable expense, exclude proprietary information, and provide transparency on outcomes, using quantitative metrics for hiring, retention, and promotion of employees, including data by gender, race, and ethnicity.

SUPPORTING STATEMENT: Quantitative data is sought so investors can assess and compare the effectiveness of companies’ diversity, equity, and inclusion programs.

WHEREAS: Ford has not shared sufficient quantitative hiring, retention, and promotion data to allow investors to determine the effectiveness of its human capital management programs. Best practice disclosure includes hiring, retention, and promotion rate data by gender, race, and ethnicity in line with Equal Employment Opportunity Commission (EEOC) defined categories.

Between September 2020 and September 2022, S&P 100 companies increased by 298 percent their release of hiring rate data by gender, race, and ethnicity; retention rate data by 481 percent; and promotion rate data by 300 percent.[1]

Companies that release, or have committed to release, more inclusion data than Ford include Boeing, Dow, General Motors, and Harley Davidson. Ford is increasingly a laggard in its decision to continue to withhold these data sets.

Numerous studies have pointed to the benefits of a diverse workforce:

There is a positive association between diversity in management and cash flow, net profit, revenue, and return on equity.[2]
Companies in the top quartile for gender diversity are 21 percent more likely to outperform on profitability.[3]
The 20 most diverse companies had an average annual five-year stock return that was 5.8 percentage points higher than the 20 least diverse companies.[4]

Hiring, promotion, and retention rate data show how well a company manages its workforce diversity. Without this data, investors are unable to assess the effectiveness of a company’s human capital management program.

Companies should look to hire the best talent. However, Black and Latino applicants face hiring challenges. Results of a meta-analysis of 24 field experiments found that, with identical resumes, White applicants received an average of 36 percent more callbacks than Black applicants and 24 percent more callbacks than Latino applicants.[5]

Promotion rates show how well diverse talent is nurtured at a company. Unfortunately, women and employees of color experience “a broken rung” in their careers; for every 100 men who are promoted, only 86 women are. Women of color are particularly impacted, comprising 17 percent of the entry-level workforce and only four percent of executives.[6]

Retention rates show whether employees choose to remain at a company. Morgan Stanley has found that employee retention above industry average can indicate a competitive advantage and higher levels of future profitability.[7] Companies with high employee satisfaction have also been linked to annualized outperformance of over two percent.[8]

Investors have reason to be concerned as Ford has faced allegations of race, age, and gender discrimination.

[1] https://www.asyousow.org/our-work/social-justice/workplace-equity

[2] https://www.asyousow.org/report-pages/workplace-diversity-and-financial-performance

[3] Ibid

[4] https://www.wsj.com/articles/the-business-case-for-more-diversity-11572091200

[5] https://hbr.org/2017/10/hiring-discrimination-against-black-americans-hasnt-declined-in-25-years

[6] https://wiw-report.s3.amazonaws.com/Women_in_the_Workplace_2021.pdf

[7] https://www.morganstanley.com/im/publication/insights/articles/article_culturequantframework_us.pdf

[8] https://www.institutionalinvestor.com/article/b1tx0zzdhhnf5x/Want-to-Pick-the-Best-Stocks-Pick-the-Happiest-Companies?utm_medium=email&utm_campaign=The%20Essential%20II%20100721&utm_content=The%20Essential%20II%20100721%20CID_eb103a9e15359075f72a85f7ff534c79&utm_source=CampaignMonitorEmail&utm_term=Want%20to%20Pick%20the%20Best%20Stocks%20Pick%20the%20Happiest%20Companies

Give Each Share an Equal Vote

Resolution Details

Resolution Text