FCX.COM
FCX ESG Presentation
Q4 2022

Cautionary Statement
2
This presentation contains forward-looking statements in which FCX discusses its potential future performance. Forward-looking 
statements are all statements other than statements of historical facts, such as plans, projections, expectations, targets, objectives, 
strategies or goals relating to environmental, social, safety and governance performance, including expectations regarding 
execution of FCX’s energy and climate strategies, and the underlying assumptions and estimated impacts on FCX’s business 
related thereto; FCX’s approach to lower carbon and reduced emissions; FCX’s plans and expectations in relation to FCX’s future 
clean energy transition, including targeted reductions of GHG emissions, implementation of technologies and emissions reduction 
projects, achievement of climate commitments by 2030 and 2050 net zero aspiration; FCX’s operational resiliency and climate 
scenarios; FCX’s expectations regarding climate-related risks and future risk mitigation; FCX’s continuing commitment to safe and 
reliable operations; FCX’s commitment to human rights and creating an inclusive and diverse workplace; FCX’s commitment to 
deliver responsibly produced copper, including plans to implement and validate its operating sites under specific frameworks; and 
statements and goals related to copper’s antimicrobial properties. The words “anticipates,” “may,” “can,” “commitments,” “plans,” 
“pursues,” “believes,” “estimates,” “expects,” “endeavors,” “seeks,” “goal,” “predicts,” “strategy,” “objective,” “projects,” “targets,” 
“intends,” “aspires,” “likely,” “will,” “should,” “could,” “to be,” “potential,” “opportunities,” “assumptions,” “guidance,” “forecasts,” 
“future” and any similar expressions are intended to identify those assertions as forward-looking statements. FCX cautions readers 
that forward-looking statements are not guarantees of future performance and actual results may differ materially from those 
anticipated, expected, projected or assumed in the forward-looking statements. Important factors that can cause FCX’s actual 
results to differ materially from those anticipated in the forward-looking statements include, but are not limited to, the factors 
described under the heading “Risk Factors” in FCX’s Annual Report on Form 10-K for the year ended December 31, 2021, filed with 
the U.S. Securities and Exchange Commission (SEC), as updated by FCX’s subsequent filings with the SEC, and available on 
FCX’s website at fcx.com.
Many of the assumptions upon which FCX's forward-looking statements are based are likely to change after the forward-looking 
statements are made. Further, FCX may make changes to its business plans that could affect its results. FCX cautions investors 
that it undertakes no obligation to update any forward-looking statements, which speak only as of the date made, notwithstanding
any changes in its assumptions, changes in business plans, actual experience or other changes.
Further, the data, statistics and metrics included in this presentation are non-audited estimates (with the exception of financial 
information and the GHG Scope 1, 2, and 3 emissions data which have been third-party verified in accordance with ISO 14064 
(Specifications 1 and 3) to a reasonable level of assurance), not prepared in accordance with generally accepted accounting 
principles (GAAP), continue to evolve and may be based on assumptions believed to be reasonable at the time of preparation, but 
should not be considered guarantees and are subject to future revision.
While certain matters discussed in this presentation may be significant and relevant to FCX’s investors, any significance should not 
be read as rising to the level of materiality for purposes of complying with the U.S. federal securities laws or the disclosure 
requirements of the SEC. The goals and projects described in this presentation are aspirational; as such, no guarantees or 
promises are made that these goals and projects will be met or successfully executed.

Table of Contents
▸FCX ESG Overview
4
▸Empowered People 
& Resilient Communities
10
▸Thriving Environments
16
▸Robust Governance
25
▸Appendix
32
3

Freeport: Foremost in Copper
4
North America
(AZ, NM, CO)
Employees: 11,600
Contractors: 13,600
Mines: 7 copper, 2 molybdenum
2021 Production:
Copper: 1.46 bn lbs
Molybdenum: 64 mm lbs
Indonesia
(Papua)
Employees: 6,100
Contractors: 22,200
Mines: Grasberg minerals district
2021 Production:
Copper: 1.3 bn lbs
Gold: 1.37 mm ozs
▸
High Quality Assets
▸
Control & Operate All 
Major Assets
▸
Experienced 
Leadership
▸
Demonstrated 
Operational & ESG 
Track Record
▸
~25 year Implied 
Reserve Life for 
Copper*
Copper
South America 
(Peru, Chile)
Employees: 6,000
Contractors: 6,100
Mines: 2 copper
2021 Production:
Copper: 1.0 bn lbs
Molybdenum: 21 mm lbs
Molybdenum
Gold
*Excludes mineralized material
Note: At December 31, 2021, we had approximately 1,000 employees and 600 contractors in Europe and other locations not reflected on this slide.

Copper – Metal of the Future
5
Copper is critical to support the global transition to 
a low-carbon economy
▸Essential to the technologies necessary to deliver 
clean energy, including electric vehicles, charging 
stations, high-efficiency motors and renewable 
energy
▸Global decarbonization is expected to drive intensity 
of copper use
▸By 2030, copper could support reduction of global 
carbon emissions by 16%
▸Over 65% of the world’s copper is used in 
applications that deliver electricity
Renewable energy technologies 
use 4-5x more copper than fossil 
fuel power generation.
Electric vehicles use up to 
4x more copper than internal 
combustion engines.
Source: copperalliance.org

FCX is a Leading Responsible Copper Producer
6
We are Accelerating the Future, Responsibly.
FCX’s Sustainability Strategy
FCX is a leading 
responsible copper 
producer — supplying 
nearly 9.5% of the world’s 
mined copper. 
As the world transitions to a 
low-carbon economy, 
demand for copper is 
expected to increase. We 
believe increased demand 
should be met responsibly. 
Our sustainability strategy 
recognizes the critical role 
our products play in global 
progress and underlies our 
commitment to continue to 
advance responsible 
production practices at our 
sites around the world.

Voluntary Memberships & Commitments: 
ESG Strategy Aligned with International Best Practices
7
Sustainability Reporting Frameworks:
Note: As of September 20, 2022: 11 FCX sites have been awarded the Copper Mark: Atlantic Copper smelter & refinery, Bagdad, Cerro Verde, Chino, El Abra, El Paso refinery & rod mill, Miami 
smelter, mine & rod mill, Morenci, Safford, Sierrita, and Tyrone.

The Copper Mark
8
Recognition for Responsible Production 
▸Assurance framework developed to demonstrate the copper industry’s 
responsible production practices
▸Producers participating in the Copper Mark are committed to adhering to 
internationally recognized responsible operating practices
▸Copper Mark governed by independent board including NGO participation 
and multi-stakeholder advisory council
▸Framework covers 32 issue areas across 5 ESG categories developed by 
the Responsible Minerals Initiative’s Risk Readiness Assessment
▸Requires third-party assurance of site performance and independent Copper 
Mark validation every three years
▸FCX is committed to achieving the Copper Mark at all of our copper 
producing sites
▸The Copper Mark is currently evaluating an extension of its framework to 
metals that are produced as a by-product of copper; FCX supports this effort
COPPER MARK STATUS BY SITE: 
AWARDED
Atlantic Copper smelter & 
refinery (Spain)
Bagdad mine (AZ)
Cerro Verde mine (Peru)
Chino mine (NM)
El Abra mine (Chile)
El Paso refinery & rod mill (TX) 
Miami smelter, mine &    
rod mill (AZ)
Morenci mine (AZ)
Safford mine (AZ) 
Sierrita mine (AZ)
Tyrone mine (NM)
LETTER OF COMMITMENT
PT-FI mine (Indonesia)
Note: Copper Mark status as of 09/20/2022

2021 ESG Highlights
9
$164
million
invested in our 
communities
11 sites
awarded Copper Mark, 
including 4 in 2021
Net zero aspiration 
announced
2050
6
New independent 
directors added to 
Board in 2021
Global Tailings 
Standard
leadership role in  
development of standard and 
implementation in process
ZERO
significant environmental 
incidents at our operations
total water use 
efficiency achieved
87%
WHC
12 of our sites certified gold 
by Wildlife Habitat Council 
for our biodiversity programs
99%
of our employees are 
from the countries 
where we operate
2030
GHG emissions intensity 
reduction target 
established for PT-FI*
Electrifying the Future
Note: To date, 11 FCX sites have been awarded the Copper Mark: Atlantic Copper smelter & refinery, Bagdad, Cerro Verde, Chino, El Abra, El Paso refinery, Miami mine & smelter, Morenci, Tyrone, Safford and Sierrita; 
In addition to the 2030 intensity reduction target established for our Americas copper business in 2020
Fortune magazine’s 2022 World’s 
Most Admired Companies
S&P Global Sustainability 
Yearbook 2022
Newsweek’s America’s 500 Most 
Responsible Companies.
Points of Light The Civic 50 list, 
recognizing the 50 most community-
minded companies in the U.S.
2022 Leader for Communities in the 
Basic Resources industry by America’s 
most JUST Companies

10
EMPOWERED PEOPLE 
& RESILIENT 
COMMUNITIES

Health & Safety
11
▸Fatality prevention remains our top focus for the company 
globally through our Fatal Risk Management (FRM) program
▸High-risk exposures continue to be a key focus; seek to 
identify and verify that key controls are in place and effective
▸Our root cause analysis program and corrective actions 
support efforts to eliminate systemic causes of incidents​
▸Company-wide certification to new ISO 45001 Health and 
Safety Management System completed in 2021
Focused on empowering safe work behaviors across the global business
Our ambition is to put safety first—for 
ourselves, for each other and for our 
communities—by championing a 
culture of safety, health and well-being 
wherever we do business.
Total Recordable Incident Rate
(per 200,000 hours worked)
TRIR = [(Fatalities + Lost-time 
Incidents + Restricted Duty 
Incidents + Medical Treatment) 
x 200,000] / Total Hours 
Worked. TRIR presented here 
may differ from reported TRIR 
in FCX's Form 10-K filings 
because data have been 
adjusted to exclude disposed 
assets for comparison 
purposes. TRIR includes 
employees and contractors.
Develop
& train our 
people
Eliminate 
systemic 
causes
Focus on 
highest 
risks
Data-
driven 
decisions 
Enhance 
efficiency & 
sustain
Supporting safe behavior through technology

Workforce
12
▸Flexible, highly engaged workforce prioritized 
across our organization
▸Working to support the ongoing training and 
development of our workforce to ensure we have 
the right people with the necessary skills to safely 
deliver on our business strategy
▸Seeking to further integrate digital technologies to 
support efficient and safe workplace behaviors 
▸Advanced global pay equity analysis in 2021 and 
continuing efforts to better understand the unique 
challenges and opportunities that will help us to 
promote a more inclusive and diverse workforce 
Our safety-focused, respectful and inclusive 
culture empowers our workforce to 
innovate, adapt and succeed.
Global Workforce 
(as of December 31, 2021)
EMPLOYEES
Approximately 
24,700
North America
47%
Indonesia
25%
South America
24%
Europe/Other
4%
CONTRACTORS 
Approximately 
42,000
Indonesia
53%
North America
32%
South America
15%
Europe/Other
0%

Inclusion & Diversity
13
Committed to a culture that is inclusive and representative of the communities where we operate
Global Employees (as of December 31, 2021; excludes contractors)
NORTH
AMERICA
INDONESIA
GLOBAL
BY AGE
GLOBAL
BY NATIONALITY
GLOBAL
BY GENDER
48% Racially or 
Ethnically Diverse
98% Indonesian 
Nationals
12% 
Under 30
1% Expatriates
13% Women
41% 
Indigenous 
Papuan
65% Between 30-50
99% In-Country Nationals
87% Men
23% 
Over 50
FCX believes a diverse, inclusive and representative 
workforce offers a broad range of experience, 
knowledge, background, culture and heritage which can 
drive innovation, enhance our operational performance 
and improve our relationships with stakeholders

▸Community investment focus areas seek 
to support our overarching effort to 
support long-term resilience across:
Education and skill-building 
Economic opportunity 
Community-level capacity building 
▸Women’s equality as a cross-cutting area 
of focus across all of our community 
engagement and investment efforts
1
Communities & Indigenous Peoples
14
We work in partnership with our 
host communities and Indigenous 
Peoples to earn and maintain their 
trust and to contribute to long-term 
shared value and resilience.
2
3

Indigenous Peoples & Cultural Heritage
15
▸Dedicated to the continued strengthening of our relationships with 
Indigenous Peoples across all of our sites
▸We have formal interactions with Indigenous Peoples in Papua, 
Indonesia; Native Americans in the United States; and the 
traditional communities of Alto El Loa in Chile
▸Our approach is underpinned by understanding the values and 
cultural needs of each Indigenous group and is focused on 
developing and maintaining long-term relationships
▸We seek to avoid, minimize or mitigate negative impacts to cultural 
heritage through advanced planning and ongoing engagement with 
Indigenous and other impacted communities, including providing 
opportunities for stakeholders to identify any assets or resources 
that are culturally or traditionally significant at our sites
FCX is guided by a fundamental commitment to 
respect and appreciate the cultural heritage of 
people in the communities where we operate.

16
THRIVING
ENVIRONMENTS

Environmental Stewardship
17
▸Committed to sound environmental practices at our 
operations and seek continuous improvement
▸All operations’ Environmental Management Systems 
certified to ISO 14001 
▸Environmental focus areas include climate, water 
stewardship, biodiversity and land use, tailings 
management, reclamation and waste management 
▸Seek to avoid and minimize the adverse impacts of 
our operations on the environment while promoting 
opportunities to conserve and enhance resources in 
the areas where we operate
▸Stewardship initiatives aim to produce benefits for the 
environment and people, build trust, and support our 
social license to operate
We spent approximately $300 million on our environmental programs in 2021

Climate Strategy Progress – At a Glance
18
REDUCTION
Reduce GHG emissions 
including our achieving 
2030 GHG reduction targets
RESILIENCE
Enhance resilience to 
climate change risks for 
our operations, our host 
communities and our 
stakeholders
Climate Strategy Pillars:
CONTRIBUTION
Contribute responsibly 
produced copper to 
support the global energy 
transition, including 
collaborating with industry 
and value chain partners 
to develop solutions 
2
1
3
2020
▸Published inaugural 
climate report and 
formalized climate 
strategy
▸Established 2030 
Americas Copper GHG 
emissions reduction
▸Committed to Task 
Force on Climate-related 
Financial Disclosures 
alignment
2021
▸Announced 2050 net zero 
aspiration
▸Established 2030 PT-FI 
GHG emissions target
▸Enhanced governance by 
adding climate expertise to 
the Board
▸Incorporated climate 
performance into 2021 
annual executive 
compensation
▸Completed first global 
climate scenario analysis
▸Pledged as a patron 
supporter of the Charge 
on Innovation Challenge
▸Committed to the Science 
Based Target initiative (SBTi)
2022
▸Established 2030 GHG 
emissions targets for Atlantic 
Copper and our primary 
molybdenum sites
▸Signed letter of commitment 
to submit 2030 targets to 
SBTi
▸Progressed evaluation 
options to replace PT-FI’s 
coal-fired power plant 
▸Advanced studies on sea 
level rise and other potential 
physical risks 
▸Actively collaborating with 
suppliers to support 
innovation in equipment 
and technology
▸Completed multi-year 
Scope 3 estimate review

Climate Performance Update
19
Our 2021 absolute GHG emissions (Scope 1 & 2) are 12% lower than 2018 
1  Our 2021 Scope 3 figure differs from the number reported in our 2021 Annual Report on Sustainability due to our updated Scope 3 emissions estimates, as described in the Scope 3 section. 
2  FMC Mining includes Bagdad, Cerro Verde, Chino (including Cobre), Climax, El Abra, Henderson, Morenci, Safford (including Lone Star), Sierrita and Tyrone.
3  Downstream Processing includes Atlantic Copper Smelter & Refinery, Bayway Rod & Wire, Fort Madison, Kokkola Cobalt Refinery, Miami Smelter & Rod, Norwich Rod, Rotterdam, Stowmarket and El Paso Refinery & Rod.
4  Scope 1 and 2 only.
Note: GHG emissions data have been prepared in accordance with the GHG Protocol. FCX reports GHG emissions on a 100% operational basis. FCX's GHG emissions verification statement is available on pages 64 through 66 of this report. 
In September 2021, FCX completed the sale of its remaining cobalt business based in Kokkola, Finland, and in 2020, FCX closed and decommissioned its Bayway Rod & Wire and Norwich Rod facilities.
Natural Gas 
43%
Hydro 
30%
Coal, Other Fossil Fuels 
11%
Solar, Wind, Geothermal 
8%
Nuclear 
7%
Other 
1%
2021 Global GHG Emissions
2021 GHG 
EMISSIONS BY 
TYPE1 (%)
Scope 1
37%
Scope 2
21%
Scope 3
42%
2021 
PURCHASED 
POWER BY 
SOURCE (%)
FMC Mining
61%
PT-FI
32%
Downstream Processing
7%
2021 GHG 
EMISSIONS BY 
BUSINESS 
AREA2,3,4 (%)
Scope 1
Scope 2
5-Year Global Absolute GHG Emissions 
(Scope 1 & 2) 
CO2e = carbon 
dioxide equivalent.

1 This is a high-level, initial illustrative net zero pathway only. As we develop our understanding and make plans for our 2050 net zero aspiration, we anticipate that we will need to balance residual GHG emissions with offsets and 
removals and plan to explore a variety of opportunities to achieve our net zero aspiration.
Long-Term Decarbonization Plan
20
Freeport aspires to participate in – and positively contribute to – a 2050 net zero economy
ILLUSTRATIVE NET ZERO PATHWAY1
2
1
3
4

Water Stewardship
21
Our global water management program goals: 
Improve water use efficiency in our processes
Minimize use of new freshwater at our operations
Reduce our water footprint by transitioning to renewable, 
recycled and / or lower quality water sources
Monitor our impact on the surrounding communities and 
environment by continually reviewing our water supplies 
and new technologies that can support the reduction of 
future water requirements
We recognize that water is essential to the well-
being of our communities, the environment and 
necessary for our operations. As responsible 
water stewards, we focus on minimizing our 
impacts on shared resources, while supporting 
the long-term resilience of our operations, host 
communities and the environment.
2
1
3
4

Biodiversity 
22
▸Committed to contributing to the conservation of 
biodiversity; explicit commitment not to explore or mine at 
any UNESCO World Heritage sites
▸In 2021, continued efforts to implement the mitigation 
hierarchy globally — a framework that emphasizes best 
practices for managing biodiversity and ecosystems 
through the avoidance, minimization, restoration and 
offsetting of impacts
▸Long-term ambition is for No Net Loss for new mines and 
major expansion projects at existing mines
▸Extensive conservation programs globally; 12 sites 
currently certified gold by Wildlife Habitat Council for our 
biodiversity programs
▸Working to formalize and publicly disclose biodiversity 
management plans at significant sites by the end of 2023
FCX aims to avoid or minimize the 
adverse impacts of our operations on 
biodiversity and contribute positively 
to the conservation of biodiversity 
beyond our operational boundaries

Tailings Management
23
▸Our Tailings Stewardship program launched in 2004 
▸Program has a foundation in independent third-party reviews 
including third-party expert Technical Review Boards
▸Comprehensive measures to ensure facilities are designed, 
built, operated and monitored to minimize risk to employees, 
neighboring communities and the environment 
▸Currently incorporating the GISTM and ICMM Tailings 
Management Good Practice Guide into our existing practices 
and initiating an iterative gap assessment
▸Detailed tailings management and stewardship disclosures 
available at fcx.com/sustainability
Safety is at the foundation of our tailings management approach 
Engineering 
& Design
Monitoring 
& Technology
Multi-Tiered 
Oversight
Learning from 
Past Experiences
Communication & Action
FCX is committed to implementing the Global 
Industry Standard on Tailings Management 
(GISTM) at priority facilities by August 2023 
and all others by August 2025

PT-FI Controlled Riverine Tailings
24
▸PT-FI’s controlled system was selected after extensive evaluations by 
international experts given the extreme terrain and site-specific conditions 
▸A conventional tailings management system would not be safe, stable or 
effective
▸20+ year history of performing safely as designed
▸Extensive monitoring and testing; approximately 90 active monitoring 
programs currently
▸Monitoring programs have established that natural revegetation occurs 
and, with the exception of elevation changes, environmental impacts are 
reversible at the end of the mine life
▸PT-FI has been undertaking a multi-year human health assessment 
(HHA) with support from various third parties to evaluate the potential 
risks associated with possible exposure to tailings and mining waste 
constituents around our Grasberg operations, including in the Highlands, 
Lowlands and estuary areas; the multi-phased study is ongoing, and we 
plan to provide a summary of the results once complete
Best site-specific management alternative with lowest risk to human health and the environment
PT-FI spends approximately $100 
million annually to monitor and 
manage the controlled tailings system

25
ROBUST
GOVERNANCE

Human Rights
26
▸Committed to the International Bill of Human Rights and to 
implementing the United Nations Guiding Principles on Business 
and Human Rights and participating in the Voluntary Principles 
on Security and Human Rights 
▸Conduct human rights due diligence through standalone, third-
party human rights impact assessments
▸The most recent Corporate Human Rights Benchmark 
Assessment in 2020 ranked FCX’s human rights program and 
performance 2nd among all companies assessed (all sectors) 
in North America and 5th among all 57 extractive companies 
assessed globally 
We are committed to respecting the rights of all people
Human Rights Impact Assessment Status
We are an enabling partner for the 
respect and promotion of human 
rights within our own operations and 
across our value chain
YEAR CONDUCTED
2013
2017
2018
2021
2021-22
2022-23
TBD
Site / Region
Corporate
Cerro Verde
New Mexico
El Abra
Arizona
PT-FI
Europe
Status
Complete
Complete
Complete
Complete
Complete
Initiated
Targeted

▸Responsible value chain program focuses across 
three key areas: 
Responsible Sourcing (Goods & Services 
and Minerals & Metals)
Product Stewardship
Understanding our Product Footprint 
▸Standalone Responsible Sourcing of Minerals Policy
▸Implemented the OECD 5-step framework and 
publish annual OECD Step 5 Due Diligence reports
▸Dedicated due diligence processes in place across 
the value chain
▸Collaborate up and downstream to enhance human 
rights, decarbonization and overall responsible 
production practices with business partners
1
Responsible Value Chains
27
Dedicated to delivering responsibly produced copper to markets around the world
Establish 
strong 
company 
management 
systems
Identify & 
assess risk in 
the supply 
chain
Design & 
implement a 
strategy to 
respond to 
identified risks
Carry out 
independent 
third-party 
audit of supply 
chain due 
diligence
Report 
annually on 
supply chain 
due diligence
OECD 5-Step Framework*
* www.oecd.org
Supplier Risk 
Management
Supplier 
Code of 
Conduct
Monitoring
Due 
Diligence
Risk 
Assessment
Tracking 
Performance 
& Reporting
Remediation
2
3

Sustainability Governance
28
▸Active oversight from Board of Directors 
and dedicated Board-level Corporate Responsibility 
Committee
▸Sustainability embedded in values and business 
strategy and cascades to leadership at the sites
▸Seek to promote a culture of sustainability leadership 
and responsibility at all levels
▸Executive compensation aligned with ESG metrics 
(25% of annual incentive program)
▸Dedicated to highest level of ethical and legal conduct 
in all business activities 
▸Zero tolerance for corruption and bribery and expect 
the same from our employees and contractors  
▸Continuously striving to embrace evolving stakeholder 
expectations and implement best practices
Strong governance is foundational to our sustainability strategy
2021 
Annual 
Incentive 
Program
37.5%
Financial
37.5%
Operational
15%
Safety
10%
Sustainability25% ESG

Board of Directors
29
Exceptional and highly engaged Board focused on FCX’s continued success
LYDIA H. KENNARD
RYAN M. LANCE*
FRANCES FRAGOS 
TOWNSEND
SARA GROOTWASSINK 
LEWIS*
ROBERT W. DUDLEY*
DUSTAN E. MCCOY
Lead Independent Director     
of the Board
RICHARD C. ADKERSON
Chairman of the Board and 
Chief Executive Officer
JOHN J. STEPHENS
DAVID P. ABNEY*
MARCELA E. DONADIO*
* Represents directors that joined the Board in 2021 
HUGH GRANT*
FCX successfully achieved 
its board refreshment objectives by  
adding six new directors in 2021, 
enhancing the skills, experience 
and diversity of the Board. We are 
proud of our success in cultivating a 
board that reflects diversity across 
both professional and personal 
characteristics.

Board of Directors
30
Strong balance of tenure, diversity, skills and experience to support effective oversight and long-term value creation
Diverse Experience, 
Qualifications & Skills
Out of 11 Board Members
Data as of April 12, 2022
Board Composition
Out of 11 Board Members
Average Tenure
4.9 Years
18%
6-10 
Years
18%
Over 10 
Years
64%
0-5 
Years
Independent
10 of 11
27%
51-60
Average Age
64.7 Years
18%
Over 70
Diversity
36%
Women
9%
African 
American/Black
55%
61-70
9%
Hispanic 
or LatinoDonadio   NEW
CEO Experience
Accounting/Financial Expertise
Public Company Board Experience
Operational Management
International Business/
Global Affairs
Natural Resources, Mining, 
Metals Industry Experience
Capital Markets/Banking
ESG/Sustainability
Government/LegalAbney NEWAdkersonDudley NEWGrant   NEWKennardLance   NEWLewis   NEWMcCoyStephensTownsend

Effective Independent Board Oversight
31
Responsibilities of Chairman of the Board*
▸
Presides at meetings of the Board, and, unless another 
person is designated, meetings of stockholders
▸
Oversees the management, development and functioning of 
the Board
▸
Plans and organizes the schedule of Board meetings and 
establishes the agendas for Board meetings
Current Board leadership structure is in the best interest of FCX and its shareholders at this time
RICHARD C. ADKERSON
Chairman of the Board and 
Chief Executive Officer 
DUSTAN E. MCCOY
Lead Independent 
Director of the Board
Balance between strong company leadership, and appropriate 
safeguards and oversight by independent directors
Responsibilities of Lead Independent Director*
▸
Presides at meetings of the Board at which the executive chairman is not 
present, including executive sessions of the independent directors, and 
serves as a liaison between the chairman and independent directors
▸
Authorized to call meetings of the independent directors and, if requested 
by significant stockholders, available for consultation and direct 
communication with such stockholders
▸
Approves information sent to the Board, agendas and schedules for 
meetings of the Board to assure there is sufficient time for discussion
* At all times during which the Chairman of the Board is an executive chairman, these responsibilities will be 
carried out with the input and concurrence of the lead independent director.
* Governance committee reviews position of LID annually.

32
APPENDIX

Executive & Senior Leadership 
33
Broad and experienced management expertise  
BERTRAND ODINET 
Vice President, Chief Information 
Officer and Chief Innovation Officer
RICHARD ADKERSON
Chairman of the Board and 
Chief Executive Officer 
KATHLEEN QUIRK
President
BILL COBB 
Vice President and Chief 
Sustainability Officer
DOUGLAS CURRAULT 
Senior Vice President 
and General Counsel
STEPHEN HIGGINS 
Senior Vice President and 
Chief Administrative Officer
PAM MASSON 
Vice President and Chief 
Human Resources Officer
MARK JOHNSON 
Director, Executive Vice President 
and Chief Operating Officer, 
Freeport Indonesia
RICK COLEMAN
President, Freeport-McMoRan 
Growth Support
MICHAEL KENDRICK  
President, Climax
Molybdenum Co.
JOSH OLMSTED 
President and Chief 
Operating Officer – Americas
CLAYTON “TONY” WENAS
President Director, 
PT Freeport Indonesia
Note: Unless otherwise 
noted, individuals are 
representatives of 
Freeport-McMoRan Inc.
MAREE ROBERTSON
Senior Vice President and 
Chief Financial Officer
CORY STEVENS
President, Freeport-McMoRan 
Mining Services

Management and Board Oversight of Cybersecurity
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▸Audit Committee has oversight of information technology and 
cybersecurity programs, with reports from the Chief Information 
Officer at least annually
▸Dedicated cybersecurity personnel focused on preventing, 
identifying and detecting cybersecurity risks
▸IT infrastructure and information security management systems 
and controls are assessed annually according to National Institute 
of Standards and Technology (NIST) standards and reviewed 
multiple times throughout the year by internal audit firm (Deloitte) 
▸Partner with third-party IT security support (Accenture) 
▸Conduct annual, company-wide security awareness training for 
employees, supplemented with periodic phish testing, password 
strength testing and security testing
▸Engage with global supply chain team to enhance the security of 
our vendors and third-party partners 
▸Security preparedness-related news and routine communications 
ensure top-of-mind awareness for employees
Cyber resilience is critical with digital acceleration and the increase in the use of new technologies
Our cybersecurity strategy 
incorporates a layered portfolio of 
technology controls including 
strategic partnerships for our 
cybersecurity platforms, documented 
policies and procedures, end user 
training and dedicated resources to 
manage and monitor the evolving 
threat landscape.

International Council on Mining & Metals (ICMM)
35
▸International organization dedicated to a safe, fair and 
sustainable mining and metals industry
▸Membership includes 28 companies with responsibility 
for more than 650 sites across 50 countries
▸Maintains broad reach across 2,000+ companies 
through support from national, regional and commodity 
associations
▸ICMM’s 10 Mining Principles are a condition of 
membership and define good ESG practices through a 
comprehensive set of 39 Performance Expectations 
and 8 Position Statements
▸Implementation of the Mining Principles and 
Performance Expectations are supported by robust 
site-level validation, transparent disclosures of the 
outcomes and third-party assurance
FCX founding member of ICMM in 2001 and CEO elected Chair in August 2020
ICMM aims to continuously set 
the standard and strengthen ESG 
performance across the global 
mining and metals industry

Our Sustainability Pillars
36
▸Human Rights
▸Responsible 
Supply Chains
Our strategy seeks to create greater clarity on the outcomes we are working to achieve across our 3 pillars
▸Health & Safety
▸Human Capital Management 
(Workforce, Inclusion & Diversity) 
▸Communities & Indigenous Peoples
▸Climate
▸Biodiversity & 
Land use
▸Tailings  
Management
▸Water 
Stewardship
Governance, Compliance, Ethics  |   Risk Management  |  Resilience & Adaptation
Strategic 
Focus Areas
Cross-Cutting Themes
To learn more about our sustainability strategy and approach, please see our 2021 Annual Report on Sustainability available at fcx.com/sustainability.

Freeport’s Values
37
Our culture is the bedrock of Freeport’s sustainability strategy, aligning our core company values to our work
▸Safety
We put safety first — for ourselves, our co-workers and our communities — by 
actively promoting safe practices and health and wellness. No job is so 
important and no schedule so urgent that time cannot be taken to plan and 
perform work in a safe manner. 
▸Respect
We treat each other and our stakeholders with respect. We value the diversity, 
ideas, perspectives and experiences of our employees and our stakeholders. 
▸Integrity
We are honest, transparent and responsible, and we do what we say we will do. 
▸Excellence
We pursue excellence in our work by taking pride in what we do and always 
doing our best. We collaborate to create and implement innovative ideas and to 
develop solutions to issues and concerns. 
▸Commitment
We are committed to contributing to the long-term sustainability of the 
environment and communities where we work. We hold ourselves accountable 
for our environmental and social performance.
Our core values direct the 
decisions we make as a 
company and as individual 
employees. These values 
represent who we are and 
how we work — everyone, 
everywhere, every day.

Ambitions & Performance Targets
38
Robust Governance
FOCUS AREA
AMBITION
PERFORMANCE TARGET
2021 PERFORMANCE UPDATE
STATUS
Human 
Rights
We are an enabling partner for the respect and 
promotion of human rights within our own 
operations and across our value chain
Incur zero gross human rights1 violations at our 
operations by employees or contractors (annual)
Achieved in 2021
Complete Human Rights Impact Assessment at 
Arizona sites in 2022
Progressed interview phase in 2021
Complete Human Rights Impact Assessment at 
PT-FI in 2023
Planning stage initiated 
Responsible 
Supply 
Chains
We work with our supply chain and business 
partners to manage and promote responsible and 
sustainable practices 
Complete supplier sustainability prioritization in 
2022
Prioritization process initiated during 2021
Complete engagement process for top priority 
categories in 2023
N/A - New target established in 2022
Ethics & 
Compliance
N/A2
Comprehensive training on Principles of Business 
Conduct (PBC), including annual certification of 
management-level employees (annual)
In 2021, 100% of employees were trained, 
including a 100% certification rate of 
management-level employees
Train 90% of selected employees on anti-
corruption laws, regulations and company policies 
and procedures (annual)
In 2021, 100% of the employees selected to 
participate in the online training completed the 
course
1 Gross human rights violation – There is no uniform definition under international law; however, the United Nations Office of the High Commissioner 
report The Corporate Responsibility to Respect Human Rights – An Interpretive Guide, provides guidance on identifying such types of violations.
2 Ambition statements were developed for the eight strategic focus areas determined by our materiality assessment and follow-on sustainability 
strategy update. Ambition statements were not developed for compliance obligations, which continue to be critically important to our business.
Achieved
Partially achieved 
or in-progress
Missed

Ambitions & Performance Targets
39
Empowered People & Resilient Communities
FOCUS AREA
AMBITION
PERFORMANCE TARGET
2021 PERFORMANCE UPDATE
STATUS
Health & 
Safety
We put safety first — for ourselves, for each other 
and for our communities — by championing a 
culture of safety, health and well-being wherever 
we do business
Incur zero workforce fatalities (employees + 
contractors) (annual)
In 2021, we regret to report 2 work-related 
fatalities
2021 and 2022 Target of Total Recordable Incident 
Rate (TRIR1) of 0.69
2022 Target: 0.69 TRIR
At 0.70 for 2021, we missed our target TRIR 
Workforce
Our culture is safety-focused, respectful and 
inclusive in order to empower our workforce to 
innovate, adapt and succeed
Increase the percentage of women employees, 
including representation in managerial roles, to 
15%
At year-end, women represented 13.4% of our 
global employee population, 21.2% of our 
executive management team and 12.3% of other 
managerial roles 
Continue to assess and enhance equitable pay 
practices and integrate into annual compensation 
review
In 2021, we advanced our gender pay ratio 
analysis and living wage analysis 
Communities 
& Indigenous 
Peoples
We work in partnership with our host communities 
and Indigenous Peoples to earn and maintain 
their trust and to contribute to long-term shared 
value and resilience
2021 Target: $157 million in community 
investments 
2022 Target: $171 million in community 
investments2
Invested approximately $164 million in 
community programs globally in 2021 
1 TRIR = [(Fatalities + Lost-Time Incidents + Restricted Duty Incidents + Medical Treatment) x 200,000] / Total Hours Worked. Following the filing of FCX’s 
2021 Form 10-K, FCX learned of a mischaracterized incident which resulted in an adjustment to FCX’s 2021 company-wide TRIR from 0.69 to 0.70.
2 Annual community investment target determined by 1% of the average of the previous 3 years’ annual mining operations revenues.
Achieved
Partially achieved 
or in-progress
Missed

Ambitions & Performance Targets
40
Thriving Environments
FOCUS AREA
AMBITION
PERFORMANCE TARGET
2021 PERFORMANCE UPDATE
STATUS
Climate
We aspire to participate in – and positively contribute 
to – a 2050 net zero economy 
Reduce GHG emissions intensity by 30% per 
metric ton of payable copper at PT-FI by 
2030 (vs. 2018 baseline)
Achieved 22% intensity reduction on 2018 
baseline in 2021
Reduce GHG emissions intensity by 15% per 
metric ton of copper cathode in the Americas 
by 2030 (vs. 2018 baseline)
Achieved 3.7% intensity reduction on 2018 
baseline in 2021
Develop GHG emissions reduction targets 
for molybdenum sites and Atlantic Copper 
Smelter and Refinery in 2022
Target development is in process
Significantly advance Science Based Targets 
initiative process for 2030 targets in 2022 
Signed SBTi letter of commitment
Water 
Stewardship
As responsible water stewards, we focus on 
minimizing our impacts on shared resources, while 
supporting the long-term resilience of our operations, 
host communities and the environment
Conduct site-based review of water supply 
sources and use and improve water models 
to support target setting by end of 2023
N/A - New target established in 2022
Biodiversity & 
Land Use
We aim to avoid or minimize impacts from our 
operations on biodiversity, while contributing to the 
conservation of biodiversity beyond our boundaries
Formalize and disclose biodiversity 
management plans at significant sites by the 
end of 2023 
N/A - New target established in 2022
Tailings 
Management
We strive to continuously manage, enhance and 
innovate our tailings systems in a manner that 
minimizes impact to stakeholders and the environment
Implement the Global Tailings Standard at 
tailings facilities with “extreme” or “very high” 
potential consequences by August 2023
In 2021, continued to advance conformance with 
the Tailings Standard at our Americas tailings 
storage facilities (TSFs) 
Environmental 
Compliance
N/A1
Incur zero significant environmental events2
(annual)
Achieved in 2021
Incur zero penalties in amounts exceeding 
$100,000 (annual)
Achieved in 2021
1 Ambition statements were developed for the eight strategic focus areas determined by our materiality assessment and follow-on sustainability 
strategy update. Ambition statements were not developed for compliance obligations, which continue to be critically important to our business.
2 Significant environmental event is defined as a consequence rating of 3 or higher on our risk matrix.
Achieved
Partially achieved 
or in-progress
Missed

Corporate Governance Highlights
41
Board Structure and Governance
▸
Active Board oversight of risk
▸
Lead independent director of the Board with defined 
responsibilities
▸
Highly independent and diverse Board and fully independent 
committees
▸
Demonstrated Board refreshment and diversity, including 
Board Diversity Policy
▸
Limitations on additional public company Board and committee 
service, including a limitation on audit committee service for 
members of our audit committee
▸
Director Commitment Policy
▸
Annual Board and committee evaluations led by the lead 
independent director and chair of governance committee
▸
Regular executive sessions
Strong Board oversight and governance practices
Stockholder Rights and Engagement
▸
Stockholder proxy access
▸
Majority voting for directors
▸
Stockholder right to call special meetings (15%)
▸
Stockholder right to act by written consent
▸
Robust stockholder engagement program with history of 
responsiveness to stockholders
Compensation Governance
▸
A significant portion of target direct compensation for our executive 
officers is at risk and based on measurable performance and 
increases in stock price (77% for our CEO in 2021) 
▸
Robust stock ownership guidelines for executive officers and 
directors (6x base salary for CEO and president; 3x base salary for 
our other executive officers; 5x annual fee (currently $125,000) for 
non-management directors)
▸
Clawback policy allows us to recover incentive awards paid based 
on restated financial statements under certain circumstances

Element
2021 Components
Base Salary
▸Fixed cash compensation
▸Set at competitive levels and used to attract and retain talent
Annual Incentive
Program
(AIP)
▸Annual variable cash compensation based on pre-established performance metrics
▸Based on financial and operational metrics reflecting our annual business goals and                                          
objectives and ESG metrics that promote critical goals directly aligned with our commitment                                  
to safety and responsible production practices
▸Annual cash awards capped at a multiple of base salary
Long-Term
Incentive Program
(LTI Program)
3 primary components: 
1. Performance Share Units (PSUs) - Largest component of LTI Program 
▸Payable in shares of stock after a 3-year performance period
▸All at risk based on an ROI metric measured over 3-year performance period, adjusted with a relative TSR modifier
2. Restricted Stock Units (RSUs)
▸Vest ratably over a 3-year period from grant date 
▸Provides retentive elements and alignment with stockholder interests
3. Stock Options 
▸Vest ratably over a 3-year period from grant date 
▸Delivers value only if stock price appreciates above the price on the grant date
2021 
Annual 
Incentive 
Program
37.5%
Financial
37.5%
Operational
15%
Safety
10%
Sustainability25% ESG
Executive Compensation
42
Shareholder-informed program drives pay-for-performance alignment

Executive Compensation
43
Performance-based program links executive pay, company performance and results for stockholders
Executive Compensation Philosophy:
2021 CEO Target Compensation Mix
77%
Performance-
Based
10% RSUs
▸Vest ratably over a three-
year period following date of 
grant, and deliver value 
equal to the stock price on 
the vesting date
10% Options
▸Vest ratably over a three-
year period following date of 
grant, and deliver value only 
to the extent that our stock 
price appreciates above the 
price on the grant date
48% PSUs
▸Payable in shares of stock after 
a three-year performance 
period based on achievement 
of ROI and relative TSR metrics
▸Represent the largest 
component of our LTIP awards
13% Base Salary
▸Fixed cash compensation
19% AIP
▸Annual variable cash 
compensation based on 
performance
▸Formula-driven plan using 
pre-determined metrics to 
determine target and earned 
awards
1
Pay for performance by linking most 
of our executive officers’ pay to our 
long-term and short-term performance
2
Align compensation with the interests 
of stockholders and our business 
strategy and key priorities
3
Discourage imprudent risk-taking by 
avoiding undue emphasis on any one 
metric or short-term goal
4
Provide a competitive level of 
compensation to retain key 
executive talent*
* When performing market assessments to evaluate our executive 
compensation program and pay levels, the Compensation Committee and 
FW Cook, the committee’s independent compensation consultant, consider 
data from the S&P 250 and the S&P 500.

Downstream Business
Gresik, Indonesia
PT Smelting Co. 
Copper Smelter
Fort Madison, Iowa 
Molybdenum Processing
Miami, Arizona
Copper Rod Plant 
and Smelter
Stowmarket, United Kingdom
Molybdenum Processing
Rotterdam, The Netherlands 
Molybdenum Processing
Huelva, Spain
Atlantic Copper Smelter
Copper Smelting 
Molybdenum Processing
El Paso, Texas
Copper Refinery
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Copper is Critical to Progress
45
Decarbonization 
▸
By 2030, copper could reduce global carbon emissions by 16%*
▸
Copper is a critical component for electric vehicles, charging stations, 
high-efficiency motors and renewable energy technologies 
Infrastructure
▸
Copper is essential for reliable, advanced electrical grids (production 
and delivery of energy and energy storage) and telecommunications 
(data centers, networks and cell towers) and railways
Technology 
▸
Copper is crucial for connecting and advancing society and smart 
cities/homes, including artificial intelligence, smart grids, 5G 
technologies, mobile phones and computers  
Public Health**
▸
Copper could play an invaluable role in public health if used more 
frequently on “high touch” surfaces given its substantial antimicrobial 
properties, which can eliminate bacteria, viruses and other pathogens, 
reducing the risk of transmission
Copper is strategically important to enabling society’s progress
*copperalliance.org
**www.copperalloystewardship.com

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