2022 SUSTAI NABI LIT Y RE PORTSCIENCE DRIVENPEO PL E FO CUSEDS O L U T I O N S F O R A G R I C U LT U R E

TABLE OF CONTENTSA MESSAGE FROM MARK DOUGLASPRESIDENT AND CHIEF EXECUTIVE OFFICER

2COMPANY OVERVIEW

32022 PROGRESS ON GOALS

4SAFETY, A SHARED RESPONSIBILITY

5

A MESSAGE FROM KAREN TOTLAND PH.D.

PROTECTION

CHIEF SUSTAINABILITY OFFICERENVIRONMENTAL GOALS AND METRICS• Energy• Product Stewardship• Introduction to FMC's New Chief Technology Officer• Diversity, Equity & Inclusion• Employee Engagement & Talent Management• Community Engagement

39

7

BOARD OF DIRECTORS, EXECUTIVELEADERSHIP & FMC OFFICERS

40

8

DIGITAL ESG APPENDICES• Water• Sustainable Innovation• Smallholder & Minority Farmer Engagement

26

INDEPENDENT ACCOUNTANT’SREVIEW REPORT• WasteINNOVATIONENGAGEMENT

14

Please see our appendices in the digital report on
FMC.com/sustainability for additional environmental,social and governance data, material topics, reporting
frameworks and limited assurance criteria.

ABOUT THIS REPORT &REPORTING FRAMEWORKSFMC REPORTING ANDCONSOLIDATION PRINCIPLESOur annual sustainability report continues to bea key engagement and transparency vehicle for
FMC. The environmental and safety data in thisreport include all sites under FMC’s operational
control in 2022. All greenhouse gas (GHG)
emissions are reported in accordance with GRI
and, as allowed by GRI, measured based on theGreenhouse Gas Protocol.

EXPLORE
FMC.COM/SUSTAINABILITY

We invite you to visit our website for more
information and data. You can explore thewebsite to access FMC reports and videos related
to our sustainability programs, as well as FMC
policies and statements on several important
topics including climate change, human rights,
supplier code of conduct and animal welfare.

Reporting Frameworks

Detailed reporting framework indices can be found in
ESG Appendix - Governance in our digital appendices.
Global Reporting Initiative (GRI)
This report and our web-based content at
FMC.com/sustainability have been prepared in accordancewith the GRI Universal Standards.
United Nations Global Compact (UNGC)
A principle-based framework for global companies
committed to responsible business practices in the areasof human rights, labor, environment and anti-corruption.
FMC became a signatory to the UNGC in 2015. FMC willcomplete our eighth annual Communication on Progresson the new digital UNGC platform.
Task Force on Climate-Related
Financial Disclosures (TCFD)
A set of disclosures we have adopted that were created to
improve and increase reporting of climate-related financial
information. FMC is a TCFD supporter.
Sustainability Accounting Standards Board (SASB)SASB provides industry-specific standards for companies
across all sectors to disclose relevant and material
sustainability key performance indicators (KPIs).

CDP
The global disclosure system that allows investors, companies,
cities, states and regions to manage their environmental
impacts. FMC has been reporting to CDP since 2016. In 2022,
FMC received an A- on Climate Change and Water Security.
To read more visit fmc.com/en/cdp-responses.

External Data Assurance

FMC engaged with KPMG to provide limited assurance
in relation to specified 2022 environmental and safety
data. The scope of this assurance includes total Scopes
1 and 2 GHG emissions, total Scope 3 GHG emissions(including Categories 1, 2, 3, 4, 5, 6, 7, 8, 9 and 12), energy,
and renewable energy, waste (generated, disposed,
and beneficially reused), water (withdrawals, discharges
and consumption) and safety (TRIR and fatalities). The
Independent Accountant Review Report is on page 39 andthe complete list of data assured is available on page 63.

Materiality

The information and topics covered in this reportwere guided by our 2022 materiality assessment thatwas completed in accordance with GRI standards.
This assessment was accomplished through surveys
with stakeholders. Further details on this assessment
and the materiality matrix can be found in
ESG Appendix - Governance.

2 0 22 S U S TA I N A B I L I T Y R E P O R T

2

A MESSAGEFROM MARK DOUGLAS
President and Chief Executive Officer

At FMC, we believe in theinfinite potential of science andinnovation to transform agri-foodsystems in a way that benefits
people and the environment.

Never has this been more important to solving
the complex global challenges facing agriculture
and society today. I am proud of our company andcolleagues around the world who have embraced
FMC’s vision for a sustainable future.
In recent years, we have seen first-hand the impacts
of a changing climate on our industry and foodproduction globally. FMC has committed to address
this on two fronts. The first is in our own operations
and improving the company’s environmental
footprint. Since setting a science-based target ofnet-zero greenhouse gas emissions by 2035, wehave worked intensively to reduce emissions acrossour value chain. In 2022, we reduced Scopes 1 and2 emissions by 3% while at the same time delivering
record growth and increased volume.
The second front is on the farm, where we aresupporting farmers around the world with sustainable
technologies that help protect their crops and build
resiliency to climate impacts. FMC has one of thestrongest R&D pipelines in the industry. We continue
to invest in new synthetic technologies as well as
innovative biological solutions, like pheromones andpeptides, to augment our rapidly growing plant healthplatform. FMC’s acquisition of BioPhero is a giant step

forward in bringing unique, environmentally friendly
crop protection solutions to farmers worldwide.
Behind all of this is our people and the values ofrespect, integrity and agility that guide more than
6,600 employees across the company. We remain
focused on creating an inclusive culture and moving
the needle on our representation goals. With aworkforce that is diverse and balanced, we can better
engage customers and farmers wherever they are.
In this year’s report, we are sharing our progress in thethree focus areas we introduced in 2022: Protection,
Innovation and Engagement. Within each area,
we outline our commitments and actions on climate,sustainable innovation, stewardship, and diversity,
equity and inclusion. These are important aspectsof our strategy that benefit agriculture and society
broadly while having a direct impact on the long-term
viability and success of our company. And they are
fundamental to our purpose and supporting farmers
in their vital role of producing food, feed and fiber fora growing world.
MARK DOUGLAS

President and Chief Executive Officer
FMC Corporation

SCIENCE DRIVENPEOPLE FOCUSEDS O L U T I O N S F O R A G R I C U LT U R E

3COMPANY OVERVIEW

FMC is an agricultural sciences company that advances farming through innovative and sustainable crop protection technologies. From our industry-leading
discovery pipeline, to unique application systems, to modern biological products, we are passionate about bringing new solutions to growers around the world.
For more than 130 years, we've been rooted in agriculture and innovation. Today's FMC continues to earn the trust of growers and industry partners to maximize
their productivity, profitability and sustainability. FMC employs more than 6,600 employees at more than 100 sites worldwide.
Our six Core Values define who we are and how we do business: Customer-Centricity, Sustainability, Respect for People, Safety, Integrity and Agility. Collectively,
these values guide us as individuals and as a global team of people around the world. Operating with integrity is of utmost importance and our ethics andcompliance values run deep. Read more about Governance and Operating Principles at FMC.com/sustainability or in ESG Appendix–Governance.

Main Product Lines

FMC Global Locations

Biologicals

Insecticides

Fungicides

Micronutrients

Herbicides

Seed Treatments

Offices
Manufacturing
Research andTechnology Centers

A Global Workforce

24%
24%
13%
39%

North
America
Europe, Middle
East & Africa
Latin
America
Asia
Pacific

6,600
Employees

Current Global Footprint

5

Major Innovation
Centers

21

Manufacturing
Sites

6%

R&D Spend
as % of Revenues

2 0 22 S U S TA I N A B I L I T Y R E P O R T

42022 PROGRESSON GOALS

In 2022, we continued to make progress on our sustainability goals, including our 2025 operational
goals (sustainable innovation, safety, community engagement) and 2027 workforce diversity goals.
This data is presented below and in ESG Appendix–Social in our digital appendices.
We also made progress on our environmental goals pertaining to absolute greenhouse gas emissions(GHG), waste to beneficial reuse and implementing sustainable water practices. These goals were
established in 2022 as part of our Greater Than Green global sustainability platform. Progress toward
these goals is presented in ESG Appendix–Environment.

2025 Sustainability Goals

2027 Workforce Diversity Goals

INNOVATIONSAFETYCOMMUNITYENGAGEMENTBLACK/AFRICAN AMERICANREPRESENTATIONFEMALEREPRESENTATION

100% R&D spend<0.1 Total

100

14%

50%

on sustainably
advantaged products2022 Progress

98%

Recordable Incident
Rate (TRIR)

on the Community
Engagement Index

representation in
the U.S. workforce

representation in
the global workforce

0.08

90%

10%

32%

2035 Environmental Sustainability Goals
ABSOLUTE
GHG EMISSIONSWASTE TO BENEFICIALREUSENet Zero

100%2022 Progress-3%

Scopes 1 & 2-2%

Scope 358%

2022 Financial Performance Summary

For the year ending December 31, 2022,
FMC Corporation recorded the following results:$ 5.80

Annual Revenue(billions)
*

$ 742

GAAP Net Income(millions)$ 1.407 *Adjusted EBITDA(billions)$ 5.81GAAP Earnings
Per Diluted Share$ 7.41 *Adjusted Earnings
Per Diluted Share

Represents a non-GAAP financial term. Refer to our website, investors.fmc.com, for definitions and reconciliations of
non-GAAP terms to the most directly comparable GAAP term.

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5SAFETY, A SHAREDRESPONSIBILITY

Our focus on the safety and wellbeing of people, whether they’re ourown employees and their families, customers or community members,
is what has made us one of the safest chemical companies in theindustry. It has earned us our fourth ACC Responsible Care Companyof the Year award since 2017 and remains front and center as we work
toward our ultimate goal of an injury-free workplace.
Last year was a challenge as employees adjusted to
new routines and worked to reestablish connections
after the pandemic. Despite this, we maintained
a strong safety culture and industry leading
performance while continuing to grow the company.
As a result, we finished 2022 with a TRIR of .08.
As part of our safety procedures, we evaluate every
safety incident, as well as reported near misses,
to identify potential related risks and develop plans
to prevent future incidents. Recent evaluations
have shown a trend in the growing number of
non-manufacturing injuries. Non-manufacturing
employees include those who are out in the fieldmeeting customers and visiting farms in every regionof the world. To ensure we’re addressing the uniquesafety hazards non-manufacturing employees face,

we've developed targeted safety campaigns andtraining on specific topics, such as motor vehicle
safety and the importance of staying "in the moment."
Please refer to ESG Appendix–Social for
additional information on FMC’s safety
standards, protocols and procedures.

Safety is a corevalue at FMC.

10-YEAR ANNIVERSARY OF
TH!NK. SAFE.

As reported in our 2021 Sustainability Report,
2022 was the 10-year anniversary of TH!NK.
SAFE., FMC’s award-winning safety program.
It was an opportunity for FMC to renew ourcommitment to safety and to our TH!NK. SAFE.
Manifesto, which reminds us that we each havea responsibility to ourselves and to others to besafe. Safety is ongoing and constantly evolving
as new hazards arise each day. At FMC, we
commit to being safe by choice, not by chance.

2022 TH!NK. SAFE. CAMPAIGN
Our 2022 TH!NK. SAFE. Campaign focusedon the Hierarchy of Control, a highly effective
framework for safely dealing with hazards.
Employees followed a fictional
character, Effemcy, in her quest to
restore safety to the kingdom of
TH!NK. SAFE. Along the way,
they learned about eachlevel of the Hierarchy ofControl: Elimination,
Substitution,
Engineering Control,
Administrative
Control, and PPE.

2 0 22 S U S TA I N A B I L I T Y R E P O R T

6Lahore, Pakistan
17 years

Process Safety

Process Safety Management (PSM) is a coreelement of our safety culture at FMC, and we arecontinually working to implement robust systems andprocedures for employees across the company.
In 2022, we conducted several mandatory corrective
and preventative actions (MCAPs) to address
issues identified through our standard learning
review process for incidents and near misses.
These preventative programs were implemented
at our global manufacturing sites as well aswith contract manufacturers, where necessary.
Programs focused on:
1 Evaluation and correction of the failsafe positionof software-controlled valves to ensure correct
valve positions during startup
2 Evaluation of our Process Hazard Analysis
programs in our active ingredients tollers toensure adequate risk control
3 Evaluation and correction of frequently
removed instrumentation to prevent leaks,
personnel exposure during changes, andinadequate installation

Suzhou, China
7 years

Savli, India
8 years

The evaluations provided useful
insights that led to mitigation efforts toprevent the same issue from happening
again at any of our locations. We willcontinue to leverage these proactive
programs as key components of ourlearning review process.

Safety Milestones

Panoli, India
1 yearSong Than, Vietnam
22 years
Jinshan, China
12 years
Ungaran, Indonesia
28 years
Wyong, Australia
5 years

Tuas, Singapore
9 years

TIME SINCE LAST RECORDABLE INJURY

FMC’s Asia Pacific region achieved an
outstanding safety milestone with zerorecordable injuries in 2022. In addition,
there were no severe process safety events or notices of violations throughout the year. This represents morethan 460 days without a recordable injury in manufacturing and more than 1,000 days in non-manufacturing.

FMC Rønland, A Model for Safety in the Community

FMC’s Rønland, Denmark, site is well recognized in the community for its high safety standards. Last year, the Policeof Denmark invited the team to share FMC’s safety philosophy and risk management approach with the area’s
police force of more than 1,400 employees during their annual management training and strategy seminar.
Eivind Triel, Health & Safety Manager, and Jesper Mikkelsen, Production Manager, discussed how FMC addresses
risk, from high-level business risks to daily operational hazards, through safety programs and initiatives including
annual TH!NK. SAFE. campaigns, Execution Control System board meetings and Safety Job Analysis and Life Critical
Standard systems. They also shared a case study on FMC’s COVID risk management and business continuity plan.

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7A MESSAGE FROM KAREN TOTLAND, PH.D.
CHIEF SUSTAINABILITY OFFICER
REFLECTIONS FROM COP27
Karen Totland
FMC Vice President andChief Sustainability Officer

The 2022 United Nations Climate Change Conference, or COP27,
in Sharm el-Sheikh, Egypt, highlighted two points for our company:that the agriculture sector is finally being recognized as a crucial
voice in the global debate on climate change and food security andthat we are indeed doing our part to address the climate crisis.
FMC is uniquely positioned to deliver solutions to key challenges related to the environment andfood. Our innovation capabilities contribute to the objective of helping farmers produce more withless, which is essential to continue feeding the world without further impacting the environment.
Our products enable productivity and adaptation for farmers facing the challenges of a changing
climate. Furthermore, private sector commitments on net-zero were the subject of much debate
and scrutiny following the publication of a report by a UN panel on greenwashing. It was reassuring
to see that FMC is taking all the right steps required from non-state actors that were put forth in
the report — including setting science-based targets and tackling absolute emissions across ourentire value chain.
The path to change is not linear and we are confronted by new challenges daily. But we mustremain focused and continue to push ourselves to pursue ambitious goals. Because only in
striving to meet them will we make real progress.

UNITED NATIONSSUSTAINABLE DEVELOPMENT
GOAL ALIGNMENTAt FMC, we believe we have an obligation toleave this world a better place for generations
that come after us.
That’s why our Greater Than Green global sustainability platform
extends beyond our company walls to the communities where we
operate and the farms we serve. It’s essential to our business, and it’svital to creating a more resilient world. We have taken immediate, bold
action to prepare and protect people and the planet now and in the
future. This includes establishing our most ambitious environmental
goals to date, with a focus on achieving net-zero greenhouse gas(GHG) emissions by 2035.
In 2022, we created a global, cross functional team to identify
opportunities to implement projects and initiatives that will help FMC
achieve net-zero, including improvements in energy, water and waste
management. The team works with stakeholders across the businessto accelerate our renewable energy strategy, a key component of our
net-zero plan.

PROTECTION

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9PROTECTIONOUR ENVIRONMENTAL GOALS
Net-Zero

The first step in our journey to net-zero by 2035 was todevelop a detailed plan for reducing GHG emissions
across FMC’s value chain and submit our near- andlong-term reduction targets to the Science Based
Targets initiative (SBTi). In early 2023, our reduction
targets were verified by SBTi, a significant
achievement in our net-zero journey.
Ongoing supply constraints and rising energy prices
posed significant challenges to our reduction
plan in 2022. We addressed these challenges byimplementing various short-term solutions thatallowed us to continue to serve our customers.
For example, our Rønland, Denmark, site had theflexibility to switch fuels to ensure continuous

production. A temporary switch to diesel fuel in 2022
led to an 13% increase in annual GHG emissions at thesite. Despite this increase, FMC reduced absolute
Scopes 1 and 2 GHG emissions globally by 3%.
We continue to prioritize energy-efficient projects
across our global locations, which have resulted
in significant cost savings for the company as well
as reductions in energy use at our operating sites.
For example, the team at our Mobile, Alabama, site
optimized the flow of natural gas to their unit flaresand incinerators, which significantly reduced natural
gas consumption, and the team at our Manatí, Puerto
Rico site installed a variable frequency drive to
optimize the fan speed in one of their cooling towers,
resulting in significant energy reductions. Theseseemingly small changes continue to help drive ouroverall reduction in emissions.

SCIENCE BASED TARGETS INITIATIVE (SBTi)

FMC was the sixth company in the world (across all industries) to have an SBTi-approved net-zeroby 2035 target. We are also:• The first U.S. company to have an approved net-zero target by 2035

• The first crop protection company globally with an approved net-zero target• The third chemical company globally with an approved net-zero target aligned with 1.5°C

LONG-TERM ENVIRONMENTAL GOALSNETZERO

Absolute
GHG Emissions

100%

Waste toBeneficial Reuse

by 2035

by 2035100%of all sites
by 2035

Implement
Sustainable
Water Practices

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10

PROTECTION

EnergyFMC’s emissions reductions over the next few
years will rely heavily on our ability to increase
renewable energy and improve energy efficiency.
Our sites are transitioning to cleaner energy options
from a diversified portfolio of solutions that includes
Power Purchase Agreements (PPAs), Virtual Power
Purchase Agreements (VPPAs) and Energy AttributeCertificates (EACs).
We have already begun to use EACs (known as
renewable energy certificates or RECs in the U.S.)
at some of our sites as an interim step to reduce
emissions as we establish additional infrastructure
required for long-term solutions. An example of thisapproach can be found at our Wyong, Australia, sitewhere the team initiated a multi-year partnership witha new energy provider that includes 25% renewableenergy with flexibility to increase the amount in the
future. This allows them to reduce emissions whileplanning for larger-scale renewable energy initiatives.

In 2022 FMC increased our percentage of renewableenergy to 11% of our total energy consumption.

Waste

Supplier Engagement

We continue to promote waste circularity in ouroperations and are making strong progress against ourgoal of 100% waste to beneficial reuse. We achieved
58% at the end of 2022. FMC defines beneficial reuse
as recycling, reusing and/or converting waste materials
that would otherwise go to a landfill into a valuablecommodity such as a fuel or a substitute raw material.

Partnering with suppliers to reduce their GHG
emissions is critical to achieving our net-zerotargets as well as supporting broader climatechange mitigation efforts. FMC has a dedicatedteam that works with key strategic contract
manufacturers (whose emissions comprise 15% of
our total Scope 3) to identify sustainability projects
focused on emissions reductions, waste generation
and water use.

~22,000 MT
CO2 SAVEDFROM 8 STRATEGIC CONTRACT
MANUFACTURERS

Eight of our contract manufacturers in China worked
with our team and implemented multiple projects
resulting in a total estimated savings of ~22,000
metric tons of CO2 . These projects focused ontransitioning to lower carbon energy sources, including
using steam generated from a municipal solid waste
site instead of fossil fuels, and increasing renewableenergy used from wind, solar, water and nuclear.
It is important to note that our current Scope 3 data
does not reflect these savings. However, we arerecalculating FMC’s Scope 3 emissions from key
suppliers and will report updated data in our 2023
Sustainability Report.

WASTE TO BENEFICIAL REUSE PROGRESS

58% WASTE TO
BENEFICIAL REUSEFMC PROGRESS AT END OF 2022

One of the biggest contributors to FMC’s progresslast year was our site in Rønland, Denmark. The team
implemented two major projects that reduced boththe overall amount of waste generated by 10% andincreased their waste to beneficial reuse to 99%.

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PROTECTION

One of the projects focused on the beneficial
reuse of sludge waste generated from the onsite
biological wastewater treatment plant. Like many
manufacturing sites, Rønland’s sludge waste
was disposed in a regulated landfill. Through ourpartnership with the landfill, the team discovered thatthe waste can be used as a stabilizer to manage daily
landfill operations. In 2022, this material was used tobeneficially replace more than 10 tons of virgin clay
and bentonite material while maintaining compliancewith all appropriate landfill management regulations.
The second waste circularity project resulted in theelimination of a waste stream at the site. The teamrecognized that a production by-product, which waspreviously disposed of off-site, could be a valuable
substitute raw material in another company’s
manufacturing process. In addition to significant costsavings, the beneficial reuse of that by-product also
resulted in a reduction of waste generated at Rønland.
Because the Rønland site accounts for 25% of FMC’s
total waste generated in 2022, these projects have
had a significant impact on progress toward FMC’s
waste goal globally. Waste circularity will continue tobe critical for all FMC locations in our journey to 100%
waste to beneficial reuse.
FMC INDIA PLASTICS RECYCLING PROGRAM

The FMC team in India achieved a remarkable
milestone in their sustainability journey, recoveringand recycling over 2.6 million kilograms, or 5.7
million pounds, of plastic waste as part of a new
initiative launched in 2021.

The initiative fulfills our extended producer
responsibility for the treatment and disposal of
post-consumer products. The objective is to recoverand recycle the same amount of plastic as is used
for product packing. To support this effort, we havepartnered with a government-approved agency thatspecializes in the collection and disposal of plastic
waste, and disposals are verified by a third party andthe reports are submitted to the government.
Furthermore, FMC is also encouraging the Indian
government to categorize Empty Pesticide
Containers (EPCs) as “non-hazardous” if they haveundergone triple rinsing at a government-approved
collection and processing center. Triple rinsing is abest practice that has been shown in independentstudies to remove nearly all remaining pesticides
from EPCs. This will allow the industry to initiate EPC
collection and disposal at the grassroots level.

As a responsible company, FMC must do whatever we can to protect the environment
while providing a range of innovative, sustainable solutions to Indian farmers.
We actively promote product stewardship among farming communities, and we hopethat with this initiative, we can demonstrate an important way to minimize the environmental
impact of crop protection products through end-of-life management.”

RAVI ANNAVARAPU
President of FMC India11

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12

PROTECTION

Water

WATER STEWARDSHIP

Water stewardship is a priority for FMC’s operatingsites around the world. FMC is a proud member ofthe Alliance for Water Stewardship (AWS). In 2022,
we committed to implementing sustainable water
practices at all FMC sites by 2035. Our plan prioritizes
reducing water consumption and increasing local
stakeholder-involved stewardship practices in our
high-risk water area locations by 2030.
For example, FMC’s Panoli, India, manufacturing site
is located in the state of Gujarat, where water scarcity
is a critical issue for the community. Last year, we
reported on the site’s liquid discharge project (LDP),
which implemented a reverse osmosis (RO) systemthat increased our internal wastewater treatment
capacity, resulting in significant reductions in water
withdrawn. The project was completed in November
2021, and in 2022 the site reduced water withdrawn
by 20% as a result of reusing the RO permeate water
while becoming a zero liquid discharge (ZLD) facility.
The RO system increases water efficiency at thesite; however, it also requires additional energy.
To address this, the site increased its use of renewableenergy and was still able to reduce its Scopes 1 and 2(market based) GHG emissions by 23% in 2022.
This demonstrates how we are working to balanceand prioritize our sustainability initiatives at FMC sites
based on location-specific needs and risks.

FMC IS A PROUDMEMBER OF
THE ALLIANCE
FOR WATER
STEWARDSHIPAWS VISION

A water-secure worldthat enables people,
cultures, business andnature to prosper, now
and in the future

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PROTECTION

RAINWATER HARVESTING AND
STORMWATER MANAGEMENT

Rainwater harvesting is a low-cost and efficient tool tohelp improve FMC’s water footprint at manufacturinglocations around the world. In 2022, several sites
installed rainwater harvesting systems to collectstormwater runoff to be used as a supplemental water
source for the site.

Our Panoli site has two systems that collectstormwater runoff from 3,000 square meters ofroof-top area. Together, they have the potential
to harvest approximately 2,500 m3 (~660,000 U.S.
gallons) of water annually. In Puerto Rico, FMC’s
Manatí site plans to install three more rainwater
harvesting systems to maximize stormwater runoff
captured from impervious surfaces across the site.
POTENTIAL TO

HARVEST ~2,500 M3
WATER ANNUALLYAT FMC'S PANOLI SITE

FMC’s site in Rønland, Denmark, also expanded its
water treatment systems by installing a new carbon
filter unit to treat stormwater runoff separately fromprocess water. This allows the site to remain operational
during extreme rainfall events, better prepares themfor precipitation impacts due to climate change andreduces the load to the wastewater treatment plant,
which ultimately reduces energy consumption.
Ongoing improvements in stormwater management
will continue to be a focus for FMC as we increase oursites’ resiliency through sustainable water practices.

ENVIRONMENTALMETRICS

Environmental Boundaryand Data Assurance

FMC reports our GHG emissions in accordancewith GRI and calculated in accordance with
the Greenhouse Gas Protocol. Our Scopes 1
and 2 boundaries include emissions from ourmanufacturing sites, all FMC-owned (including ourglobal R&D headquarters, Stine Research Center)sites as well as our fleet. FMC reports our total Scopes
1, 2 and 3 GHG emissions (including Categories 1, 2, 3,
4, 5, 6, 7, 8, 9 and 12).

In 2022, we engaged KPMG to perform a limited
assurance review of certain environmental,
sustainability and safety data.
KPMG provided limited assurance based on GRI andManagement Criteria as outlined in ESG Appendix–
Governance. See Independent Accountant’s Review
Report on Page 39 for the metrics subject to theirreview and the conclusion thereon.

13

UNITED NATIONSSUSTAINABLE DEVELOPMENT
GOAL ALIGNMENTAt FMC, we are committed to supporting farmers
with technologies that will improve yields whileshrinking our collective impact on the environment.
Innovation is at the heart of this commitment,
and it is a central pillar of our Greater Than Greensustainability platform.
1
2
3

Invest in broadening our portfolio of new solutions to maximize
crop yields on existing farmland
Enable advancements in farming that reduce on-farm carbon
emissions and promote water stewardship

Enhance soil health, crop nutrition and biodiversity on the farmto ensure healthy, resilient and productive harvests

INNOVATIONSCIENCE DRIVENPEOPLE FOCUSEDS O L U T I O N S F O R A G R I C U LT U R E

INNOVATIONINNOVATING WITH PURPOSE

The world is facing a food crisis like no other. The
number of people facing acute food insecurity
globally is expected to reach a record of more than
349 million in 2023, according to the World Food
Programme. Meanwhile, the Food and Agriculture
Organization (FAO) estimates up to 40% of crops
are lost annually to pests. Farmers around the world
depend on advanced solutions to protect their crops
from disease, weeds and insects. Without innovationin crop protection, pests build resistance to existing
technologies, rendering them less effective andleading to dramatic yield losses.
FMC’s research organization screens more than
60,000 compounds every year to find molecules theworld has never seen to control destructive pests
that threaten the world’s food supply. With morethan 25 new active ingredients in Discovery and 12
in Development, we are preparing to launch newsynthetic and biological crop protection products
throughout the next decade. The pipeline features
more than 20 new modes of action across each areaof control, providing farmers with a diverse set oftools to address some of their biggest challenges.

We create innovative
solutions to address
food security withoutcompromising theenvironment.

In my role as U.S. Crop
Technology Market Manager,
I see our contribution to food security
firsthand. I see the passion, dedicationand drive to deliver digital and precision
technologies to farmers that help them produce
more in a more efficient and sustainable way."SYLVESTER MILLER

Technology Market Manager, U.S.

From new modes of action that combat resistance, to cutting-edge technologies that increase sustainability offarming practices, we create innovative solutions to address food security without compromising the environment.
We are committed to creating new products that are consistently better for the planet than any that currently exist
in the market. Examples include:
Products that require significantly
less water to manufacture and apply
Products with a lower carbon footprint
Packaging and dispensing technologies
that reduce water use and plastic waste
Delivery systems that apply products atthe time of planting, improving labor andfuel efficiency

Biological products that promote plant healthand resiliency to environmental stresses
Environmentally friendly solutions likepheromones that are safe for beneficial insects
and can augment efforts to reduce the potential
for resistance to synthetic pesticides
New classes of chemistry that are used at very
low dose rates and target only specific pests
Integrated Pest Management (IPM) solutions
that offer farmers complementary tools to
address their toughest challenges15

2 0 22 S U S TA I N A B I L I T Y R E P O R T

16INNOVATION

100% ofnew synthetic
products in FMC’s
Development
Pipeline meet
our sustainable
innovation criteria.
Developed in 2016 by a team of internal experts, FMC’saward-winning Sustainability Assessment Tool is oneof the instruments we use to drive sustainable innovation.
The tool evaluates our new products in six key areas:
Food Expectations, Health and Safety Expectations,
Environmental Consciousness, Climate Change,
Scarce Resources and Land Competition. A sustainably
advantaged product is one that positively impacts atleast one of these six areas compared to the benchmark
product currently on the market.
Recognizing the changes our business, and to someextent the agriculture industry, have undergone
since the tool was first developed, we updated theassessment criteria in 2022. Several new criteriaemphasize how our products are used on the farmand the impact they have on sustainable agriculture.
For example, key questions focus on application andwhether the product can be applied using precision
technologies that increase sustainability of farming
practices. We’re also looking at how our products
contribute to more sustainable land use, such as notill or low till practices and maximizing crop yields on
existing farmland.

In 2022, we completed a sustainability assessment of
all new synthetic active ingredients in our development
pipeline using the updated tool. 100% of them meet
our sustainable innovation criteria. An assessment ofour biologicals pipeline will be completed in 2023.

IMPROVING PRODUCTIVITY
AND RESILIENCEAs climate change continues to impact global
temperature, weather patterns and seasonality, FMC
is developing solutions to help farmers adapt to difficult
growing conditions and mitigate environmental
impacts. An example is Xyway® brand fungicides,
which have been shown to protect corn from
disease while also alleviating environmental stresses.
When applied at planting, the product generates
physiological benefits including enhanced root growthand development. These benefits contribute to
the development of a healthier, stronger and higher
yielding corn crop, supporting farmers’ productivity
despite climate-related challenges.
BIOSTIMULANTS

Zoltán Rozgonyi, a farmer and Managing Director of
Munka Mezőgazdasági Ltd. in Hungary, was challenged
by increased stress on his crops caused by drought,changing temperatures and drifting of herbicides
from neighboring farms. He needed a solution thatwould address the issues he faced without further
stressing the plants. For him, that solution was FMC’s
RhizoMagic™ biostimulant, made from a natural blendof seaweed, amino acids and essential nutrients.

XYWAY® BRAND FUNGICIDESIN CORN
Quick facts• Available in two unique formulations:
Xyway® LFR® and Xyway® 3D fungicides.
• FMC has observed measurable impacts
on root growth and development:

52%
32%
80%
15%

Longer roots
Greater root surface area
More root forks
More root volume• Studies show a 7.5% increase innutrient tissue test levels when using
Xyway® LFR® fungicide compared tountreated acres.
• Corn treated with 15.2 fl. oz./A (1.1 litre/Ha)of Xyway® LFR® fungicide was taller anddemonstrated greater leaf expansion,
stalk diameter and increased drought
and stress tolerance compared
to untreated corn.

SCIENCE DRIVENPEOPLE FOCUSEDS O L U T I O N S F O R A G R I C U LT U R E

INNOVATION“The crops I have treated with RhizoMagic™
biostimulant are coping much better withherbicide stress than untreated plants.
It’s made from organic matter like seaweed
extract and amino acids that are ideal
for plants. The amino acids are quickly
absorbed for a fast and dramatic effect,”Rozgonyi shared.

Within weeks of applying RhizoMagic™ biostimulant
to a stressed green pea crop with erratic germination,
the plants regrew stronger and healthier than before.
As a result, his green peas yield improved by nearly
40%. It quickly became clear that additional crops
treated with RhizoMagic™ biostimulant, from green
beans and sweet corn to sunflowers and apples,
better withstood drought and herbicide stress.

Biologicals are my best courseof action against the challenges
of a changing climate.”ZOLTÁN ROZGONYIManaging Director,
Munka Mezőgazdasági Ltd., Hungary

PRECISION AG PARTNERSHIPWITH CONESA GROUP

Conesa Group is the number one tomato processing
company in Europe and fifth in the world, withproducts ranging from pasta sauce to tomato powder.
The company’s commitment to sourcing quality
ingredients underpins its focus on sustainability,
which includes supporting tomato growers with tools
and resources to practice regenerative agriculture,
improve water stewardship, protect biodiversity andreduce their emissions.
FMC has been helping
Conesa Group meet its
sustainability objectives
with FMC’s Arc™ farm
intelligence platform, a precision technology thatprovides growers with critical data and information
about the scope and scale of pest pressure on a crop.
Arc™ farm intelligence helps Conesa Group tomato
growers protect their crops from damaging insects
like cotton bollworms and tomato leafminers
while meeting the company’s standards for thesustainable use of crop protection products.

With a network of smart traps deployed in theirfields, Conesa Group growers receive enhanced
field-level insights that tell them exactly when andwhere to apply crop protection products. This has
led to reductions in the frequency of productapplications and associated benefits tocost, labor, emissions and environmental
impact. In addition to technology, FMC
provides Conesa Group growers
with training on good agricultural
practices and the sustainable
use of crop protection products,
including application techniques
and timing, proper dose rates andresistance management.
With variations in pest pressure
becoming one of the biggest
climate-related challenges facing
growers today, early detectionof an insect infestation is criticalto addressing and even preventing
yield and quality issues. Arc™ farm
intelligence allows for Probabilistic andDegree Day modeling — weather-based
indicator models used to predict plant andpest development rates.
Our partnership with Conesa Group demonstrates how
we work across the food value chain to get advanced
agricultural technology into the hands of more growers
to improve sustainable productivity worldwide.

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2 0 22 S U S TA I N A B I L I T Y R E P O R T

18

INNOVATIONPIONEERING NATURALSOLUTIONS

Biodiversity loss is a critical issue
impacting ecosystems and the healthand viability of farmlands globally. FMC
continuously monitors risks and issues
related to biodiversity and invests in
product innovation, programs andpartnerships to promote biodiversity
protection. FMC's Global Biodiversity
Protection Council, led by technicaland pollinator experts from across thecompany, brings consistency, coordination
and best practices to the company's
efforts to protect biodiversity globally.

PHEROMONESIn 2022, FMC acquired the biotech company
BioPhero, and with it, the technological key to expand
the use of pheromones from specialty crops to large
row crops. Known as biological yeast fermentation,
this unique technology lowers the manufacturing costof pheromones to a level feasible for row crops suchas corn and soybean.

Pheromones are the “perfumes” of theinsect world. When a grower applies afemale insect's pheromones to a crop, it
confuses the male, making it difficult for him
to find a mate, reducing subsequent generationsof crop-eating insect larvae. This helps decrease
the volume of insecticides the grower needs toprotect the crop and minimizes the opportunity for
insects to develop resistance to those products.
Mating disruption is a tool best applied together
with other control tactics as part of an Integrated
Pest Management (IPM) system. IPM uses an arrayof practices to monitor, prevent and control pests
with biological, physical and chemical methods.
Precision agriculture can help growers monitor pest
presence and target hotspots in the field while mating
disruption can be applied preventatively to reduce
pest reproduction, supported by insecticides tocontrol outbreaks.
Part of the attractiveness of mating disruption liesin the ability to use species-specific pheromone
blends for targeted application which means thatbees and other beneficial insects are left to thrive.
Another benefit of these compounds is that they
are effective in small concentrations on par withthose already being emitted by insects in nature.
Furthermore, they leave no residues, minimizing
exposure for animals and humans.
Our scalable fermentation and yeast engineering
technologies enable production of pheromones for awide range of insects and crop applications. They canalso be modified to potentially develop sustainable
solutions to target other types of pests, including
fungi and weeds. We’re excited about the potential
for these new technologies to bring environmental
friendly solutions to growers around the world.
MICROPEPTIDES

FMC and Micropep Technologies (Micropep), a global
leader in micropeptide technology, are collaborating todevelop biological solutions that control herbicideresistant weeds. The collaboration will accelerate
the ongoing development of natural weed control
products based on short protein molecules that are
naturally produced by plants to respond to stress andregulate their development.
These novel mode-of-action biomolecules inagriculture represent an exciting new frontier —a completely new solution compared to what isavailable to growers today. Micropep's micropeptide
pipeline has shown promising results on resistantweeds and pathogens threatening major crops
throughout the world.

SCIENCE DRIVENPEOPLE FOCUSEDS O L U T I O N S F O R A G R I C U LT U R E

INNOVATION"Micropep is building the next generation ofnatural solutions addressing global challenges in
multiple markets, and agriculture is a key focalarea. Climate change is already impacting theway farmers produce food, and they urgently
need new sustainable solutions to protect theircrops. This partnership with FMC will expedite
the availability of more sustainable solutions.”

ESG INNOVATIVE PRODUCT/SERVICE
OF THE YEAR

FMC was recognized in the ESG Innovative Product/
Service of the Year category at the inaugural ESG
China Awards for its biological portfolio. Organized by
the British Chamber of Commerce Shanghai, the ESG
China Awards highlight businesses and organizations
that have made a positive ESG impact in China.

THOMAS LAURENT

In China, FMC focuses on ecological management
solutions for soil as growers commonly face problems
like acidification and hardening.

Micropep Founder and Chief Executive Officer

FMC’s partnership with Micropep reflects ourcommitment to diversify our world-class R&D pipeline
with a broader portfolio of biologicals that workin combination with synthetics.

Technology plays an important rolein growing more healthy food. Being
the Plant Health Lead for India and
ASEAN, I feel a greater responsibility
to contribute to safe-food production
by sharing technologies and solutions
with farmers that improve soil healthand fertility, which is vital to sustainable
food production. Every time we see asmile on farmers’ faces, we are inspired
to do more."
M.K. KUMAR

Portfolio Head, India and Plant
Health Business Marketing, ASEAN

Award-Winning Innovation

BEST BIOSTIMULANT PRODUCTFMC received the “Best Biostimulant Product”
award for Accudo™ biostimulant at the Annual
World BioProtection Awards Summit and Awards
2022 in Birmingham, U.K. This award recognizes
outstanding achievements in the field of biopesticides
and their impact in crop protection.

MORE THAN 15% YIELDINCREASE WITH THE USE OF ACCUDO™ BIOSTIMULANT

Accudo™ biostimulant is a microbial biostimulant
and strong root colonizer that enables growers tomaximize crop quality and yield. The use of Accudo™
biostimulant has demonstrated more than 15% yield
increase, improved crop appearance and vigor, strong
early establishment and enhanced crop development
under some stress conditions.

Chinese growers are quickly adopting biostimulants
to balance soil microbial communities and improve
nutrient utilization. In 2021, Monarch® biostimulant
was awarded the title of “Innovative Product”
in a fertilizer and pesticide reductionand efficiency campaign
organized by the China Agrotechnological Extension
Association (CATEA).
Over the last several years,
the FMC team in China
has intensified outreachand education activities
to promote the benefitsof biologicals. They haveengaged over two million
farmers to support the
integration of biologicals
in their crop protection
approach to improve soil healthand yield.

19

2 0 22 S U S TA I N A B I L I T Y R E P O R T

20INNOVATIONTHOMAS SELBY, LIFETIMEACHIEVEMENT AWARD WINNER

At the 2022 IHS Markit Crop Science Forum and Awards,
FMC Fellow, Dr. Thomas "Tom" Selby was honored with
the Lifetime Achievement Award for his contributions
to discovery chemistry.
Over Tom’s illustrious 43-year career, he
has become widely acknowledged as
the foremost expert in heterocyclic
chemistry in the crop protectionindustry. He has also madeimportant contributions to thefield of agricultural chemistry

in insect, disease and weed control. Tom co-invented
numerous commercial products, including
proquinazid fungicide and the Rynaxypyr® andCyazypyr® active ingredients. He also discovered
the area of chemistry that has produced
tetflupyrolimet, the first new herbicide modeof action in decades.
Tom earned his doctoral degree in 1978 from the
University of Indiana. Among other awards, he hasreceived the Heroes of Chemistry Award from theAmerican Chemical Society (ACS) and the ACS’s
Kenneth Spencer Award, the most prestigious award
available to crop protection chemists.

I’ve always had a strong affinity for biology,
so the field of agri-chemistry has always
been a natural fit for me. There’s nothing
more exciting than discovering a totally new
area of biological activity, and I still feel likethere are new and exciting discoveries yet
to be made."
DR. TOM SELBYFMC Fellow

2022 NEW INVESTIGATOR AWARD RECIPIENTSINVESTING IN FUTUREINNOVATION

FMC is committed to investing in the next generationof science leaders through a variety of programs andscholarships offered globally. One example is the New
Investigator Award, which supports up and coming
research faculty with a two-year $50,000 research
grant. Eligible research is not limited to plant science.
Awards cover all scientific disciplines and awardees
are selected by an interdisciplinary committee ofscientists from across FMC’s R&D community.

DR. MARKLEVIN, PH.D.

University of Chicago,
Precision Synthesis

Dr. Levin is developing chemical
reactions that enable the insertionor deletion of a single atom in amolecule. His work expands thechemist’s toolbox with a new way
to functionalize molecules at alate stage, which we envisage will
enhance research efficiency indiscovery chemistry.

DR. TYLERFRANKEL, PH.D.

DR. TOMOKAZUKAWASHIMA, PH.D.

Dr. Frankel is examining the effects
of endocrine disrupting chemicals
on the viability, reproduction andbehavior of aquatic species. He
is interested in developing assays
for challenging aquatic tests,
which could streamline
ecotoxicology data generation
for registration purposes.

Dr. Kawashima has been studying
land plant sexual reproduction
using model systems such as theliverwort Marchantia polymorpha.
Dr. Kawashima’s expertise with
Marchantia polymorpha, which isconsidered one of the best model
systems for investigating herbicide
modes of action, could have asignificant impact on the discovery
of more efficient herbicides.

University of Mary Washington,
Ecotoxicology

University of Kentucky,
Plant and Soil Sciences

SCIENCE DRIVENPEOPLE FOCUSEDS O L U T I O N S F O R A G R I C U LT U R E

INNOVATION

Our Product Stewardship teams around the world
engage more than three million farmers annuallyand conduct hundreds of hours of training on
the safe, sustainable and responsible use of crop
protection products. Topics include how to selectthe appropriate products for their needs, proper
handling and application techniques, timing anddose rates, disposing of leftover products and empty
containers, and personal protective equipment. We
also developed an app to help farmers identify illegal
and counterfeit pesticides, which pose serious risks tothe environment and human health.
Our four-pillar Product Stewardship Framework
guides our work with teams and stakeholders acrossthe company as well as with customers, farmers andindustry partners.
As the regulatory environment and agricultureindustry evolves, we are committed to maintaining thehighest standards for product stewardship at FMC.

Pillar I: Governance

LABEL REVIEW PROCESS

Product labels are highly regulated and developed
in-country for submission to local regulatory
authorities. However, as they are vitally importantfor communicating instructions to anyone using our
products, FMC conducts a Label Review Process that
goes beyond regulatory requirements. As part of thisprocess, a team of internal experts reviews each label
for accuracy, consistency and completeness prior to
submission. Labels are also reviewed to ensure they’reeasy to understand and contain all required elements.

FOUR-PILLAR PRODUCTSTEWARDSHIP FRAMEWORKGovernanceInternal Facing

Product stewardship is critical to realizing thebenefits of our innovation while ensuring thesafety of people and the environment. At FMC,
we promote stewardship at each stage of the productlife cycle, and stewardship priorities are built into
R&D, portfolio and marketing strategies. We work to
identify, quantify and mitigate risks around how our
products are used and ensure strict due diligencearound products that go into the market, including
third-party products.

To support continuous improvement, we’veestablished key metrics for each pillar of the framework
to assess our performance and impact globally.

Manage risks associated with use of
FMC products and ensure integrity of labels

CultureEstablish strong Stewardship culture within thecompany and ensure employees are equipped to
implement Product Stewardship relevant to their roles

Farmer & Industry Engagement

External Facing

PRODUCT STEWARDSHIP

21

Ensure the safety of people and protect theenvironment while realizing the benefits of
FMC products

Sustainability

Support FMC's sustainability objectives to drive
progress across our company and agriculture tocreate a better world for generations to come2 0 22 S U S TA I N A B I L I T Y R E P O R T

22INNOVATION

Pillar II: Culture

A key area we’ve invested in over the past year is ourcompany culture related to product stewardship.
The global Product Stewardship team initiated aseries of surveys to assess employees’ knowledge,
competencies and perceptions related to safe andproper use of our products and how to share thisinformation with farmers and distributors. The
surveys identified important strengths as well as
opportunities to improve employees’ awarenessand understanding of stewardship principles andpractices. To address some of the knowledge
gaps, the Product Stewardship teamhosted a series of virtual seminars
on stewardship topics, including
responsible use, empty container

As a Development Director, I contribute to food security through driving the development ofefficacious products and technologies to protect crop yields across the EMEA region. Withcurrent cropping systems, it is not possible to produce enough quality food if we don’t protect thecrops from biotic and abiotic stresses. Science and innovation play a critical role in helping solve
the challenge of producing enough food without depleting resources, and even ensuring theirconservation and regeneration."
CLAUDIA ORTUGNOEMEA Development Director, Switzerland

management, resistance management, drones inagriculture, and how product stewardship enables
us to care for the environment, farmers and thecrops they grow. They were some of FMC's mostwell-attended events.
In addition, the team launched the Move the Elephant
Challenge, which asked employees to create shortvideos on product stewardship topics. This unique
campaign was designed to involve employees indeveloping a fun and creative way to share important
product safety and sustainability messages with
distributors and farmers around the world.

SCIENCE DRIVENPEOPLE FOCUSEDS O L U T I O N S F O R A G R I C U LT U R E

INNOVATION

technology, training and financing to promote rural
entrepreneurship and facilitate widespread uptakeof precision agriculture.

KEY PARTNERSHIPS
We continue to strengthen partnerships
with local governments to help amplify
communications about the safe useof our products. For example, in India,
we partnered with the Agriculture
Department of the Maharashtra state
government on a pesticide safety
awareness campaign for the farming
community in the Indian district of Akola.
Pesticide poisoning was a significant
problem in the community, resulting in
the deaths of more than 50 farmers andfarm laborers annually.
The campaign seeks to educate farmers
about safe agricultural practices, including
how to correctly mix, apply, store anddispose of crop protection products toprevent accidental exposure. The teamhas extended the campaign to local
schools, educating youth on safe use andapplication of products so they can pass
the message on to their parents.
Now in its third year, the campaign has
distributed over 1,000 PPE kits andreached more than 12,000 farmers
in villages across the Akola district.
Incidents of pesticide poisoning havesignificantly dropped as a result.

PESTICIDE APPLICATOR CERTIFICATION

Pillar III: Farmer & Industry Engagement
DRONE SPRAYING SERVICES

Unmanned Aerial Vehicles (UAV), or drones, areamong the most advanced robotics technologies usedin agriculture today. They can assist farmers in a wide
range of tasks, including planting, field monitoring, pest
identification and product application.
FMC partners with drone providers, agriculturalresearchers, pesticide regulators and smallholder
farmers on the safe and responsible use of pesticides
via drone application. We pilot drone technology with
FMC products across a variety of crops so we canprovide tailored instructions on safe applicationand continue to update our Best Management
Practices (BMPs) as drone technology becomes
more ubiquitous in large and small operations.
In 2022, FMC launched drone spraying services
for farmers in India to accelerate adoption ofdigital and precision technologies that improve
productivity, efficiency and sustainability offarming practices. FMC provides access to drone

One of FMC's priorities is to ensure pesticide
applicators, whether they’re farmers or others
providing technical assistance, have the knowledge
and training they need to apply products correctly andsafely, every time. A 2017 Brazilian census estimatedthere are about 2 million pesticide applicators in Brazil.
A survey conducted by CropLife Brazil and EY revealed
that only 25% of them received formal training fortheir roles. In 2021, the Brazilian government enacted
legislation that requires all pesticide applicators in the
country to be registered, trained and certified by theend of 2026.
In 2022, FMC, along with members of CropLife
Brazil, sponsored the "Aplicador Legal" program,a partnership between Brazil’s Ministry of Agriculture
and SENAR (National Rural Learning Service),that aims to certify 100% of pesticide applicators
over five years. Program content focuses on thecorrect use of pesticides, application techniques andtechnology. Equipment and training is provided freeof charge by SENAR. It is an enormous undertaking,and collaboration between the private sector,
government and organizations like CropLife is crucial
to expanding the reach and impact of the program
across the country. We are excited to engage with thevarious groups and stakeholders involved, supporting
the advancement of sustainable agriculture in Brazil
through the safe, responsible and ethical use of crop
protection products.

23

2 0 22 S U S TA I N A B I L I T Y R E P O R T

24

INNOVATION

Pillar IV: Sustainability
CARABAN 8MT

Rice is a staple food in many Asian countries andserves as a primary source of income for farmers andagricultural workers. Malaysian rice farmers are facedwith a variety of challenges throughout the growing
season, including weeds and destructive insects
such as the rice leaffolder and rice stemborer, which
can significantly impact crop yields. Malaysian rice
growers widely use FMC’s Prevathon® insect control
to target these key pests. In 2020, FMC launched a
new SC formulation of Prevathon® insect control
which had a different application rate from the previous
formulation. To educate rice growers in Malaysia on
the importance of using the Right Product at the Right
Application Timing and the Right Dosage (the 3Rs),
FMC Malaysia launched a product stewardship programwith a yield challenge component to raise awarenessand encourage participation. Caraban 8MT (8 MetricTons Challenge) ensures farmers are well equippedwith the 3R knowledge and encourages farms to
implement sustainable crop protection techniques.
This was the first time a product stewardship program
was combined with a yield challenge in Malaysia andwas effective in engaging over 1,400 growers in 2020and over 1,600 in 2021.

1,600 GROWERSENGAGED
BY FMC MALAYSIA

The program earned recognition
as a finalist for Best Stewardship
Program from the 2022 Agribusinessby S&P Global Crop Science Awards.
MALAYSIA PALM OIL

Malaysia is the second largest producerof palm oil with a plantation area of about
5.2 million hectares. In 2022, the FMC teamconducted a series of sustainability workshops foroil palm plantations in West Malaysia and Sarawak, incollaboration with Behn Meyer, a key distributor. The
workshops emphasized the safe and responsible useof crop protection products, including proper timing,
use rate and application techniques. For example,
the team demonstrated the correct use of drones
to apply products safely on high rise trees. They
also introduced farmers to FMC’s Altacor® insect
control, which is highly effective against bagworms,
a significant pest in Malaysia, while having a minimal
impact on beneficial insects. Such workshops
play an important role in helping farmers improvetheir productivity and incomes while promoting
sustainable farming practices.
HIGHLY HAZARDOUS PESTICIDES (HHPs)

FMC is the only crop protection company to havecommitted to not developing any new HHPs.
Further, we continue to phase out HHPs from our
product portfolio, eliminating carbofuran at the endof 2019. HHPs accounted for less than 0.2% of our2022 sales.

We define and evaluate HHPs using the criteria andprocess defined by the United Nations Food andAgriculture Organization (FAO), which is the globally
accepted regulatory classification system.
Additionally, we continue to actively review ourportfolio according to the FAO process, taking action
to phase out newly identified HHPs where alternatives
exist. Where no effective alternatives exist to protect
crops from devastating infestations, risk assessments
and product stewardship programs for the very few
remaining HHP products in specific countries are inplace so that they can be managed safely.

SCIENCE DRIVENPEOPLE FOCUSEDS O L U T I O N S F O R A G R I C U LT U R E

INNOVATIONINTERVIEW
WITH SEVA ROSTOVTSEVHow can science and innovation contribute to
global food security?  

Feeding the world takes a lot of resources, and weknow that global crop yields must increase to meetthe nutritional needs of the nearly 9 billion people
who will populate the planet ten years from now.
One way science and innovation contribute to this isby controlling pests that damage crops. Controlling
pests is a difficult thing to do — growers deal withit every day. Our job as an R&D company is to offer
growers multiple tools to help them address the wide
range of challenges they face. We are in constantpursuit of new and differentiated technologies that
help protect and improve the productivity of farms
across the globe. Knowing that children will have asecure future with enough food is something thatis very personal to me. I feel proud to be able tocontribute to that.
What are you most excited about when it comes tothe newer technologies FMC is developing?

In R&D, we work on projects that are five to ten years
away from commercialization. We need to be aware not
only of the challenges growers face today, but also of
the issues that might become important in the future.

They may be related to the emergence of new pests,
the development of resistance, climate change orregistrability. I am excited about the new products
coming through the pipeline and new technologies weare pursuing to help growers solve these problems.
For example, we have traditionally relied on synthetic
chemistry to develop new products. These willcontinue to play a significant role in crop protection,
but we have a whole new group of compounds andstructures with biologicals to work with in R&D. We arealso looking at other natural products — proteins,
RNA interference (RNAi) — to help manage crops andcontrol harmful pests. Additionally, digital technology
and data science are becoming more important for
decision making both in the field and in the lab. R&D
organizations are collecting useful data and learningfrom it. This is not to say that uncertainty and risk will
go away, but we are able to make decisions faster anduse fewer resources to be more effective in moving
our pipeline forward.  
What do you believe is the role of innovation inadvancing sustainable agriculture?

For centuries, agricultural lands expanded to meetfood needs. But there is a finite amount of arable
land on earth, and as the population increases,

Seva Rostovtsev, Ph.D.
FMC Vice President andChief Technology Officer

growers need to achieve the greatest yield from theland they farm. Our role as an innovation company
is to help them do that sustainably by providing
solutions that enable them to address pest pressure
while also improving soil quality, using water andinputs more efficiently, and protecting pollinatorsand other beneficial insects. Innovation is essential.
New technologies, products and approaches
will make agriculture more resilient, supporting
sustainable growth, productivity and the livelihoodsof growers everywhere.
What are the keys to success for R&D at FMC?

Curiosity and creativity. As scientists, we face newproblems every day. We are always thinking about how
we can use new tools, new approaches, to solve those
problems. That might mean looking outside of ourwalls, or even outside of traditional areas of discovery,
and broadening partnerships and collaboration
across sectors. Every day I come to work excited andexpecting to learn something new, and I am amazedby the people around me, the scientists and teammembers who are thinking about and doing things
that no one ever has before. It is inspiring.

25

UNITED NATIONSSUSTAINABLE DEVELOPMENT
GOAL ALIGNMENTEngagement is about how we, as individuals,
as a company and as a global community, work
together to bring positive change to people’s lives.
In accordance with established United Nations
Sustainable Development Goals (SDGs), we areworking to advance five key imperatives of ourEngagement pillar:
1
2
3
4
5

Enrich lives and livelihoods of minority and smallholder farmers
Cultivate a diverse, equitable and inclusive workplace

Expand our relationships and reach to ensure fair and equitable
opportunities for partners across our value chain
Invest in programs and partnerships that strengthen thecommunities where we live and work

Actively participate in key coalitions on climate action andfood systems resilience

ENGAGEMENTSCIENCE DRIVENPEOPLE FOCUSEDS O L U T I O N S F O R A G R I C U LT U R E

ENGAGEMENTOUR IMPACT ON PEOPLE

From advancing a company-wide focus on diversity,
equity and inclusion to supporting women andminorities in agriculture to packing food and supplies
for people in need, the impact our employees had in
2022 was felt around the world.
Many of our actions last year were inspired bya passion for agriculture and a commitment todiversity, equity and inclusion. Whether it wascelebrating the contributions of women farmers in
Mexico or sharing best practices for the responsible
use of pesticides with farmers in Kenya, we aimed
to support and empower all those who contribute to
the food value chain.

SMALLHOLDER & MINORITYFARMER ENGAGEMENT
Asia Pacific

An important area of focus for FMC is increasing
the sustainable productivity of smallholder farmers.
Smallholder farmers are a vital part of the foodproduction system globally, responsible for producing
up to one-third of the world’s food supply.
Recognizing the needs and challenges of smallholder
farmers in the Asia Pacific region, FMC launcheda three-year initiative to improve smallholder
productivity through technology, knowledgebuilding and community engagement. Our partnershipwith these farmers is centered around good farming

FMC GOAL TO IMPROVESUSTAINABLE PRODUCTIVITY OF

MORE THAN 120,000
SMALLHOLDER FARMERSBY THE END OF 2025

practices and safe, responsible and sustainable useof crop protection products.
This includes education and training on sustainable
technologies, how to select the right products fortheir needs, proper use rates, application techniques
and timing, identifying counterfeit products,
connecting with retailers, financing and more.
The first phase of the initiative targets smallholder
farmers from disadvantaged farming communities
in Pakistan, India and the Philippines. Average landholding for this segment of farmers is less than four
hectares. For this reason, these smallholders havehistorically been overlooked.
The goal is to engage and ultimately improve
the sustainable productivity of more than 120,000
smallholder farmers by the end of 2025.

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ENGAGEMENTINVESTING IN OPPORTUNITIESFOR YOUTH IN KENYA
As the global food crisis
escalates, fueled by conflict,climate change and the
COVID-19 pandemic, FMC is
stepping up to help agriculture
and farmers around the world
thrive. Perhaps nowhere is thismore important than Africa,
where nearly two-thirds ofthe population depend on
agriculture for their livelihoods.

In Kenya, the agriculture sector employs morethan 40% of the total population and 70% of therural population, according to the U.S. Agency forInternational Development (USAID). However, rising
input prices, climate impacts and limited market
access have left many smallholder farmers struggling
to earn enough to feed their families. Investments inyouth and agriculture are necessary to strengthenagri-food systems, increase global food security andbring long-term economic stability to the region.
To help drive these investments, FMC made a threeyear, $1.5 million commitment in support of Generation
Unlimited's Engaging Kenyan Youth in Agriculture andNutrition (EKYAN) program. Generation Unlimited(GenU) is the world's first global public-private-youth
partnership co-founded by UNICEF to meet theurgent need for expanded education, training andemployment opportunities for youth.
The EKYAN program will prepare youth for
employment opportunities in agribusiness byproviding them with the necessary tools and training
to deliver extension services to smallholder farmers

across the country. The services the farmers
receive, including access to quality inputs, advanced
technologies and financing, will in turn help boost
local food production.

"This partnership will create a generation ofyoung agripreneurs with the skills and realworld know-how to boost yields, increase
incomes and create jobs for the community.
With youth driving innovation within foodsystems, local economies will benefit
from sustainable transformation in theagribusiness sector," says Kevin Frey, Chief
Executive Officer of Generation Unlimited.

We're excited to contribute to GenU’s work to
prepare young people for a future in agriculture andmake a meaningful difference in the lives of Kenyan
farmers, and ultimately, the health and wellbeingof people throughout Africa.

SCIENCE DRIVENPEOPLE FOCUSEDS O L U T I O N S F O R A G R I C U LT U R E

ENGAGEMENT

Minority Farmers in the U.S.

Interview with Brandon Doggett,Special Accounts Manager for
Minority Farmer Groups
In our 2021 report, we discussed FMC’s commitment
to underrepresented farmers and the work we’re
doing to support Black and minority farmer groups
in the U.S. Last year, FMC created a unique role
dedicated to these groups. Since assuming the role,
Brandon Doggett has been actively connectingwith African American, Tribal, Asian American, Native
American, Female and LGBTQ+ led farming operations.
He shares his experience after his first year in the role:
Q What is your role at FMC?

My official title is Special Accounts Manager for Minority
Farmer Groups. My job is to help minority farmers feelincluded and know that they’re an important part of theag value chain — because they are.
Q W
 hy is it important to focus onunderrepresented farmers?

Underrepresented farmers tend to miss out on a lotof the innovation and technology that companies arelaunching. My goal is to make sure as many farmers
as possible know what we’re doing so when they walkthrough the door at the retailer, they feel confident
and can have productive conversations about theright products for their farm.
It’s also a good business opportunity for FMC. These
producers are making input purchase decisions on
operations growing 60 million acres of crop across allcrop markets. The industry has yet to fully unlock thepotential of engaging these groups.

officer for Kansas State University, and Dr. Johnella
Holmes, executive director of Kansas Black Farmers
Association, to discuss how we can work together toimprove access to technology and create a platform
for underserved farmers’ voices to be heard.
We talked about the need for these groups to have aseat at the table to discuss the solutions being built
for them. And how we can help build bridges andcreate a seat for those voices, not just within our own
organization but within the broader agriculture industry.
It was the kind of conversation that needs to happen
more often.
Q What have you enjoyed most about
your work so far?

Q C
 an you give an example of how you work to
expand opportunity for these farmers?

My favorite thing about the role by far is therelationships I’m building with the farmers. When you
see their farms, hear their stories, meet their families,
you know that what you’re doing is making a difference.

Last year, I traveled with my colleagues to Kansas toengage with Kansas State University, Kansas State
Extension and the Kansas Black Farmers Association(KBFA) to uncover opportunities to better engage
African American and Tribal community growers acrossthe state. We met with Dr. Hazell Reed of the National
Black Growers Council, Dr. Zelia Wiley, chief diversity

It’s also been great to see their reaction when I
introduce them to the new technologies FMC is
working on. These farmers were often missing
from the broader conversation about
agricultural innovation. FMC
wanted to work directly withthem to change that.

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ENGAGEMENTGENDER EQUITY IN AGRICULTURE

Globally, women play a central role in the agriculture
sector as producers, laborers, marketers, scientists
and entrepreneurs. According to FAO estimates,
women are responsible for more than 50% of foodproduction worldwide. Despite their importanceto the sector, their role is often marginalized andopportunities for economic and social empowerment
limited. To create a world free from hunger, we must
tackle the gender inequalities endemic in agri-foodsystems and empower women in all parts of
the agriculture sector.

Empowering Rural
Women in India

In the rural area of Uttarakhand,India, approximately one-thirdof the population lives below
the poverty line. Womenin particular face many
barriers due to limitedaccess to education,
healthcare, transportationand sanitation.
In 2022, FMC partneredwith G. B. Pant University ofAgriculture & Technology,
India’s premier agricultural
university, to launch afirst-of-its-kind sustainable
development initiative focused

Every day is a new experience and learning opportunity to do things differently, to force myself
outside of my comfort zone and grow! I’m motivated every day by the positive impact I can create
at FMC, from improving the livelihoods of our farmers with great crop protection technology, toempowering and paving the way for other female colleagues, showing them that women canplay a significant role in advancing agriculture just like our male counterparts.”
YING LING TANCountry Manager, Malaysia

WOMEN ARE RESPONSIBLE FOR

MORE THAN 50%
OF FOOD WORLDWIDE

on economic empowerment of women in India. The
initiative, known as Project MadhuShakti (Madhu in
Hindi means 'honey' and Shakti refers to 'power infeminine gender'), trains rural women in beekeeping
as a source of sustainable income. Beekeeping is a
viable business opportunity for women in the region
as it requires minimal investment and infrastructure.
Further, in a biodiverse state like Uttarakhand, thepotential of beekeeping remains untapped. The state
currently produces only 12,500 metric tons of honeyannually. This figure is expected to grow significantlywith the support of a program like MadhuShakti, as theregion is abundant with natural herbs and flora usefulfor honey production.

In the first year of the project, 69 women participatedin an entrepreneurship development program inwhich they learned the practice of beekeeping, frompreparing the hive to harvesting the honey, as wellas important skills required for managing a small
business. After completing their courses, the women
returned to their villages with bee boxes provided by
the university project team.
The produce from the beehives will be procured by
the university’s Honeybee Research and Training
Centre (HBRTC) which will facilitate payment to thefarmers and market products from the hives.
In addition to supporting rural women andtheir communities, the program has importantenvironmental benefits. Researchers from the Apiary
Research Centre of the university will closely monitor
pollinator behavior in the project area and generate

SCIENCE DRIVENPEOPLE FOCUSEDS O L U T I O N S F O R A G R I C U LT U R E

ENGAGEMENTFMC Partnershipwith AgroLigadas

data and insights that will benefit beekeepers andfarmers across the country. The next phase of the
project will measure pollinator count and efficiency aswell as the quality and amount of honey produced.

Women in Agriculture Initiative

The agriculture industry in Turkey has traditionallyoffered few career opportunities for femaleagronomists. Committed to improving therepresentation of women in the field, FMC launched
an outreach program to promote equity andinclusion in Turkey's agriculture sector. The program
highlighted different types of roles and opportunities
for women and the important contributions womencan make to the sector. It was featured on digitalplatforms and traditional media as well as career
seminars delivered to female students at agronomy
universities. As a result of the initiative, we added six
new female agronomists to the Turkey team in 2022.

FMC is a corporate sponsor and partnerof AgroLigadas, a Brazilian organization
created by and for women in agribusiness.
AgroLigadas aims to connect the field and the city
through education and communication that advocates
for the importance of the agricultural sector in our
everyday lives. It was founded in Mato Grasso, a richagricultural region of Brazil, and today reaches morethan 100 cities across the country.
Our Brazil team and Women’s Initiative Network(WIN) partner with AgroLigadas on national projects
creating positive connections between urban andrural environments and empowering the women
behind the movement.

Unidas por el Campo –United for the Countryside

Unidas por el Campo is a unique campaign developedby FMC's Mexico marketing team to recognize
and celebrate the work of women throughout theagricultural value chain. Through videos, social media
engagement and in-person events, the goal is tobuild and strengthen a community of women working
toward a future with more equitable opportunities.
This is a first-of-its kind campaign for equity andinclusion in the agricultural sector.

We are ending another year withabsolute success, taking with us new
knowledge, new friends and many
people connected to Agro. Thank you
FMC, especially, for the support of ourinstitution. With this support, many
achievements were possible. FMC has
believed in the AgroLigadas movement
since the beginning and this support
from FMC encourages the continuous
commitment to our purpose on behalfof all the AgroLigadas women of
this movement. We look forward tocontinuing our partnership."
GENI CALINE

President, AgroLigadas31

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ENGAGEMENT

DIVERSITY, EQUITY& INCLUSION AT FMC

Engagement is central to our vision for sustainability
and serves as the driving force behind our
Global Diversity, Equity & Inclusion strategy.
In 2022, we elevated the role of equity in our broader
approach to Diversity, Equity & Inclusion (DEI). For
FMC, equity means removing barriers and creating
opportunities more fairly, whether for employees
looking to advance their careers or farmers
working to support their families.
Our focus on equity is evident in the new Global DEI
strategy we introduced last year. The strategy is built
on five key pillars that address systemic and culturalelements that can create or perpetuate inequities.
Workforce Diversity

Workplace Equity

Inclusive Culture

Governanceour Regional Inclusion Councils and Employee
Resource Groups (ERGs). Regional Inclusion Councils
are responsible for executing the DEI strategy ineach region, ensuring activities meet local needs anddeliver real impact. These Councils have been activein Latin America, Asia Pacific and Europe (covering
Europe, Middle East and Africa) since 2018, and we
recently established the North America Inclusion
Council. These groups are employee led and 100%voluntary. They deliver impactful and engaging
programs, events and initiatives that celebrate thediversity among our workforce and strengthen
allyship with underrepresented groups.
Workforce diversity remained a key area of focus in
2022. As an innovation-driven company, we rely on thediverse views and ways of thinking that come frompeople with different backgrounds and experiences.

Diversity helps us think big. It helps
us be agile. It helps us find solutions
where others can’t. Diversity makes
us a better, stronger company.
We believe building a diverse and inclusive workplaceis everyone’s responsibility. Our gender and race
equity goals are built into the company’s executive
compensation plan and incorporated into annual
performance goals for directors and managers
across the company. Our Gender Equity and Social
Justice & Race Equity task forces continue to leadinitiatives to help attract, engage, develop and retain
employees from underrepresented groups.

EMPLOYEE RESOURCE GROUPS (ERGS)Business & Community Impact

FMC's Global DEI Office establishes the strategy,
goals and objectives, and infrastructure to support
DEI work across all regions, ensuring the impact
and value of DEI at FMC is the responsibility of all
employees globally.
In 2022, we continued to make strides in building
an Inclusive Culture largely due to the work of

LG B T QIA+SCIENCE DRIVENPEOPLE FOCUSEDS O L U T I O N S F O R A G R I C U LT U R E

VOICES OF DEI AT FMC
LORA'S STORY
Mitakuye Oyas’in (All are related). In the Lakota
culture, this phrase speaks to the concept ofinterconnectedness and the worldview that weare all family.

My name is Kimimila (meaning butterfly in Lakota),although most know me as Lora Woodruff. I ama member of the Oglala Lakota Tribe on the Pine
Ridge Reservation in South Dakota. I grew up
in a small town of around 1,000 people, called
Porcupine. At a young age I learned the art ofweaving, metal work, woodworking and tanninghides. We did not have much, but we had each other,and family is an essential part of Reservation life.

with resistance. FMC is the first company thatheard me and gave me the support I needed tomove forward.

I started at FMC in 2018 as a Demand Planner in
our Global Specialty Solutions (GSS) business.
I was immediately drawn to that same sense of“family” that comes with a culture of inclusion
and belonging. I was impressed with the numberof Employee Resource Groups (ERGs) within
the organization and the support they had fromleadership. In my second year with the company,
I approached the DEI Director about forming
an ERG dedicated to Indigenous peoples, andthey were immediately receptive to the idea. I
was so excited because I had proposed forming
an Indigenous peoples ERG in several large
companies I worked for previously and was met

Since we launched IPOW, we’ve held four Discover
Learning sessions, one alongside the HONOR ERG
and another with the Spectrum ERG, which hadparticipation from employees all over the world.
FMC’s headquarters in Philadelphia also proudly
displays a traditional Lakota drum that I made withmy grandfather.

With help from The Bridge Co-Chairs and allies,
IPOW was created. IPOW stands for Indigenous
Peoples of the World and its mission is to educate
FMC employees about indigenous cultures andacknowledge the First People from all regions of
the world.

I am incredibly grateful to FMC for the opportunity
to share my story, and the story of other indigenous
peoples, to ensure our cultures are never forgotten.

ENGAGEMENTHEAR FROM HER PODCAST

In 2022, the Gender Equity task force launched “Hearfrom Her”— a podcast series about women in theworkforce. Hear from Her was created to amplify thevoices of women across the company and provide aplatform for learning from others’ career journeys.
It examines career-elevating strategies and ideas
with some of FMC’s most respected female leaders,
including Diane Allemang, Executive Vice President andChief Marketing Officer, who shared her story about
how she entered the ag industry and the importance oftaking advantage of unexpected opportunities.

The Hear from Her Podcast is a newadventure and an incredible opportunity for
us at FMC. Hear from Her was developed
after we noticed a growing trend of female
employees expressing a desire to learn how
their peers and colleagues are navigating
their careers. After several episodes, we areseeing great results and receiving positive
feedback on the transparency and candor of
our guests telling their inspirational stories."
KIANNA WILSON
Industry Relations
Manager and Host of
Hear from Her

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ENGAGEMENTRØNLAND FEMALE APPRENTICESHIP PROGRAM

FMC aspires for its workforce to reflect the gender
distribution in the surrounding community andhopes the apprentice program leads to more women
applying for manufacturing roles in the future.

FMC has made it a priority to hire more women into
manufacturing roles, globally, including at our site in
Rønland, Denmark. In 2022, the team hired several
female apprentices as process operators, electricians,
and laboratory technicians, as well as roles in logistics
and storage.
Women are still underrepresented in the processindustry in Denmark, making it more difficult to recruit
female apprentices into certain roles, like electricians
and process operators. Only 20% of last year's
apprentices in process operator training were women,
according to figures from Statistics Denmark and theMinistry of Education.

“It’s healthy with diversity. The female
apprentices just come with a different
approach to things and that's really goodfor our workplace,” says Jens Christian Rønn
Iversen, Joint Shop Steward at FMC.

Outreach to nearby universities and close
cooperation with the local job center have playeda central role in FMC’s strategy to attract women
to the company. Recruiting locally has made a
difference in finding apprentices who will stay at
the company after graduation.
One of the biggest misconceptions that has led to
low female participation in the industry is that women
don’t have the physical abilities to perform the job.

EMPLOYEE ENGAGEMENT& TALENT MANAGEMENTEMPLOYEE ENGAGEMENT SURVEY

Mette Schultz is one of the apprentices training to be
an electrician and has been with FMC for a year.

The last few years have been challenging for
employees and employers alike. The demands ofbalancing work and family life forced many employees
to seek more flexible arrangements, change careersor leave the workforce altogether.

“I had a very hard time at first because I
felt like I had so much more to prove. But I
could easily lift as heavy loads as the others
and keep focus if it got a little difficult. I've
been out here for a year and feel welcome
and part of the group. It doesn't matter if
you're male or female, you're just as wellreceived,” Mette says.

FMC has always strived to be a great place to workwhere employees thrive professionally and personally.
Recognizing the challenges employees faced
throughout the pandemic, we conducted an Employee
Engagement Survey in 2021 to gather feedback andgauge employee sentiment across the globe. While
engagement scores were strong, we identified several
key areas to focus on and improve in 2022. One ofthose areas was career growth and development.

SCIENCE DRIVENPEOPLE FOCUSEDS O L U T I O N S F O R A G R I C U LT U R E

ENGAGEMENT

Throughout the year, we provided opportunities
for employees to learn how to navigate theircareers at FMC and participate in learning anddevelopment activities.
We also use the engagement survey to assess how
we’re progressing across several DEI-related goals
and objectives. The results are analyzed across avariety of dimensions and demographics including
race, gender, tenure, age and role. Understanding
different employees’ experiences with the company
ensures that DEI priorities and efforts address realneeds and deliver measurable results.
FMC conducted a second Engagement Survey at theend of 2022 and saw measurable improvement.

Career coaching has helped me voice
my opinions and ideas more effectively.
During a recent coaching session, I was
introduced to a 4-Step Framework for
Productive Conversations (Positive
Intention). It was easy to implement andthis helped me prepare for a sensitive
conversation. The conversation was
productive and had a positive outcome,thanks to the advice and techniques I
was introduced to through coaching."
ANABEL LEGOODManager, Product Registration,
Canada2022 ENGAGEMENT SURVEY RESULTS

83%

86%

EMPLOYEE SATISFACTION
WITH FMC AS A PLACETO WORKEMPLOYEE PRIDEIN FMC AS A COMPANY

79% ENGAGEMENTINDEXSURVEY
92% 2022
PARTICIPATION(global norm is 74%)

(2021 participation was 79%)

FMC'S GLOBALFMC EMPLOYEERBO CAREER ADVISORY PROGRAM

FMC’s Retention & Belonging Office (RBO) wasestablished in 2022 to support employees throughjob-related challenges and help them reach theirfull potential at FMC. The RBO offers a Career
Advisory Program that provides professional
career coaching services to employees. Coachingis designed to help employees navigate a variety ofsituations and development opportunities, such as
job changes, preparing for critical conversations,improving relationships with colleagues and building
communication and leadership skills. The program iscurrently offered to employees in North America and will
be expanded to other regions over the next few years.
CAREER DAY

FMC held its first Career Day in 2022. The 24-hour,global event featured virtual and in-person sessions
with senior leaders and external speakers covering
a range of topics from how to be a lifelong learner
to how to create a development plan. FMC’s global

FMC offers me new ways
to learn, empowering me
to challenge myself and try
something different. I’ve seen mycontributions impact the growth of theSingapore Regional Headquarters. Every
day here is a new day for opportunities!"
TRACY LIM

HR Manager, Singapore and
HRBP, APAC Corporate Functions

Human Resources team also introduced new tools
and resources, including the Development Map,
to support employees in their learning journeys at
the company. With how much has changed over the
past few years in how we work, where we work and thetype of work we do, Career Day offered employees
an opportunity to step back and think about how
they can be most successful in the careers they have
today, where they might go in the future and how tonavigate that journey.

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ENGAGEMENTHELPING COMMUNITIES THRIVE

At FMC, we are committed to having a positive impact
on the people and environment around us. We invest in
programs and partnerships that address critical areas ofneed, including hunger relief, access to education, andthe health and safety of our communities.
Our Community Engagement Index (CEI) tracks
progress toward our goal to have 100% engagementfrom our manufacturing and R&D sites by 2025 inareas including community participation, community
leadership, operational transparency and safety.
As of December 31, 2022, our CEI is 90%, up
from 84% in 2021.
Uberaba, Brazil: Rising hunger continues to impact
communities across the globe with more than 828 million
people experiencing food insecurity in 2021. In May,
FMC’s Uberaba site donated 57 food parcels to theCity Hall of Uberaba to provide relief to their neighbors
in need. The donations, which included rice, beans,coffee, salt, cornmeal, tomato sauce, jelly,
sugar, soybean oil and pasta were
distributed to families living in rural
areas. FMC’s support helped
more than 50 families and 170
individuals living in Uberaba.
Panoli, India: FMC’s Panolisite sits on land that is partof Umarwada, a rural village

situated along thewestern coast of India.
As part of an effort to giveback to the community,
Panoli donated 150
streetlights with
45-watt light fittings
to provide light andimprove safety for thevillage’s 6,000 residents.
The streetlights are solarpowered, which provides the community with energy
savings and reduces greenhouse gas emissions.
San Colombano, Italy: FMC’s San Colombano site
contributed to the development of an open-air
classroom for more than 100 students between theages of 6 and 10 years attending the Primary Schoolof San Fiorano. The donation, which was part of a
crowdfunding campaign, will equip the classroom withtables, chairs and gazebos that will help the students
discover and connect with nature. Open-air classrooms
are beneficial to the learning process and positively
impact areas of personal growth for young people
including motivation, attention and self-esteem.
Newark, Delaware: Employees at FMC’s Stine
Research Center partnered with Fair Hill Nature
Center to support a variety of programs designed
to introduce students to careers in science andsustainability. Through FMC’s support, more than
1,000 second graders participated in field trips to

FMC where theylearned about
insects and theimportant role theyplay in agriculture.
Students also had an
opportunity to learn about
environmental science, plantscience, chemistry and entomology
from FMC scientists at a STEM summer campat the Center.
Philadelphia, Pennsylvania: Nearly 100 employees
gathered at Lincoln Financial Field in Philadelphia tohelp pack meals for families facing food insecurity.
The event, hosted by the 9/11 Day organization in
partnership with the Philadelphia Eagles, took place inhonor of the federally recognized 9/11 National Day ofService and Remembrance. More than 800 volunteers
from companies across the region packed more than
200,000 meals that were distributed throughout thecity by a local food bank.

SCIENCE DRIVENPEOPLE FOCUSEDS O L U T I O N S F O R A G R I C U LT U R E

ENGAGEMENT

Responding in a Crisis
Our global community faced unprecedented
challenges in 2022 that left devastation anddestruction in many areas of the world. With
compassion at the forefront, FMC quickly responded
by partnering with community-based organizations
to provide much needed aid for those who weremost impacted.
In March, we launched a matching gifts campaign with
the Red Cross to raise funds for families who weredisplaced or otherwise affected by the war in Ukraine.
The campaign raised nearly $300,000 USD, which
helped provide food, clothing, shelter, medical
assistance and other necessities to those who were
impacted. In addition to
the Red Cross campaign,
FMC LAUNCHED A
MATCHING GIFTS CAMPAIGN
FMC donated $75,000
FOR UKRAINE THAT
USD to UNICEF to
support efforts focused
specifically on the healthand wellbeing of children.

RAISED$300,000 USD

In August, one of the wettest monsoon seasonson record brought torrential downpours to Pakistan,causing flooding that impacted more than 30
million people across the country. FMC’s Lahore
site contributed ration boxes to the Pakistan
government to distribute to people impacted by
the floods, particularly in remote areas. Australia also
experienced record-breaking rainfall in 2022, resulting

in flooding and infrastructure damage in threestates. FMC contributed financial aid and supplies tononprofit organizations, including BlazeAid, to cleandebris, rebuild fencing and assist with recovery efforts
for farming communities. FMC’s donations helped
BlazeAid rebuild hundreds of properties in theaffected region.

In September, a slow-moving category 1 hurricane
hit Puerto Rico causing several days of heavy rain andsubsequent flooding. More than 70% of the island’s
population was left without electricity or water, andin many cases, their homes. Employees from FMC’s
Manatí site teamed up with the community-basedorganization, Unidos para Servir, to gather cleaning
supplies, personal hygiene products and nonperishable food that they delivered to more than 100
families in affected communities across the island.
Employees also helped water trucks fill buckets of cleanand safe drinking water in the town of Arecibo.

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ENGAGEMENTCULTIVATING FREEDOMFOR FARMERS IN UKRAINE

Following FMC’s exit from Russia in April 2022, we began looking for ways to support
Ukraine and Ukrainian agriculture given its crucial role in supplying grain to the rest of
the world, including parts of Africa and southeast Asia where food insecurity is at an
all-time high.
Ukrainian agriculture is suffering heavy losses due to the war — production facilities are destroyed, and fields are
littered with mines and bomb craters. According to Ukraine’s Ministry of Agrarian Policy and Food, 25%-30% of thecountry’s territories are contaminated by explosive hazards.
Under the umbrella, Cultivating Freedom, FMC launched a campaign to get farmers safely back on their landby donating 3% of 2023 sales revenue in Ukraine to assist with demining efforts in impacted regions. We arecollaborating with The HALO Trust, a humanitarian non-governmental organization that has led demining
programs around the world for more than 30 years. The HALO Trust has been active in Ukraine since 2016, andthe funding from FMC will allow for a considerable increase in capacity to remove landmines from farms acrossthe country.

"The project not only ensures Ukrainian farmers can safely return to their fields forplanting and harvest, but it also contributes to improving food security around theglobe. Through this collaboration, we aspire to contribute to a future where farmers
can cultivate their lands without fear of explosive remnants from the war and pave
the way for robust reconstruction efforts that benefit farming communities and theentire country," says Mark Douglas, FMC President and CEO.

SCIENCE DRIVENPEOPLE FOCUSEDS O L U T I O N S F O R A G R I C U LT U R E

39

INDEPENDENT ACCOUNTANT’SREVIEW REPORTThe Board of Directors and Management
FMC Corporation:

We have reviewed the FY22 identified metrics with the symbol “+” (the Selected
Metrics) on pages 43-45 and 49 of the 2022 Sustainability Report (the “Report”) of
FMC Corporation. FMC Corporation’s management is responsible for presenting the
Selected Metrics in accordance with the criteria set forth in the Management Criteria
Appendix (the Criteria) as defined on pages 64-69 of the Report. Our responsibility
is to express a conclusion on the Selected Metrics based on our review.
Our review was conducted in accordance with attestation standards established by
the American Institute of Certified Public Accountants in AT-C section 105, Concepts
Common to All Attestation Engagements, and AT-C section 210, Review Engagements.
Those standards require that we plan and perform the review to obtain limited
assurance about whether any material modifications should be made to the Selected
Metrics in order for them to be in accordance with the Criteria. The procedures
performed in a review vary in nature and timing from and are substantially less inextent than, an examination, the objective of which is to obtain reasonable assurance
about whether the Selected Metrics are in accordance with the Criteria, in all material
respects, in order to express an opinion. Accordingly, we do not express such an
opinion. Because of the limited nature of the engagement, the level of assurance
obtained in a review is substantially lower than the assurance that would have beenobtained had an examination been performed. We believe that the review evidence
obtained is sufficient and appropriate to provide a reasonable basis for our conclusion.
We are required to be independent and to meet our other ethical responsibilities inaccordance with relevant ethical requirements related to the engagement.

KPMG LLP
1601 Market Street
Philadelphia, PA 19103-2499

The procedures we performed were based on our professional judgement andconsisted primarily of inquiries of management to obtain an understanding of themethodology applied, recalculations of the Selected Metrics based on the Criteria,
and performing analytical procedures.
As described in the accompanying appendices, the identification, measurement, andreporting of the Selected Metrics requires management to establish the Criteria, makedeterminations as to the relevancy of information to be included, and make estimatesand assumptions that affect reported information. The selection by managementof different but acceptable measurement methods, data or assumptions could haveresulted in materially different amounts of metrics being reported.
Our review was limited to the Selected Metrics for the year ended December 31, 2022
identified on pages 43-45 and 49 of the Report. The Report includes otherinformation and metrics that were not subject to our review procedures, including
comparative information. Accordingly, we do not express a conclusion or any otherform of assurance on such information or metrics.
Based on our review, we are not aware of any material modifications thatshould be made to the Selected Metrics of FMC Corporation for the year ended
December 31, 2022, in order for them to be presented in accordance with thecriteria identified on pages 64-69 of the Report.
Philadelphia, Pennsylvania
May 31, 2023
KPMG LLP, a Delaware limited liability partnership and a member firm of the KPMG global organization of independent
member firms affiliated with KPMG International Limited, a private English company limited by guarantee.

2 0 22 S U S TA I N A B I L I T Y R E P O R T

40

BOARD OF DIRECTORSPIERRE R. BRONDEAU
Chairman of the Board and Retired Chief Executive Officer,
FMC Corporation
MARK DOUGLAS
President and Chief Executive Officer, FMC Corporation
EDUARDO E. CORDEIRO
Former Executive Vice President, Chief Financial Officer andPresident, Americas Region, Cabot Corporation
CAROL ANTHONY “JOHN” DAVIDSON
Former Senior Vice President, Controller and Chief
Accounting Officer, Tyco International

KATHY L. FORTMANN
Chief Executive Officer, Amsterdam Commodities N.V.
C. SCOTT GREER
Retired Principal, Greer and Associates
K’LYNNE JOHNSONFormer Chief Executive Officer, President andExecutive Chair, Elevance Renewable Sciences Inc.

MARGARETH ØVRUM
Retired Executive Vice President, Equinor ASA, Development andProduction Brazil; Retired President, Equinor Brazil
ROBERT C. PALLASH
Retired President, Global Customer Group and Senior Vice
President, Visteon Corporation

DIRK A. KEMPTHORNE
Retired President and Chief Executive Officer,
American Council of Life Insurers

EXECUTIVE LEADERSHIPMARK DOUGLAS
President and Chief Executive Officer

KENNETH A. GEDAKA
Vice President, Communications and Public Affairs

DIANE ALLEMANG
Executive Vice President and Chief Marketing Officer

THAISA HUGENNEYER
Vice President, Procurement, Logistics and Global Facilities

BRIAN P. ANGELI
Vice President, Corporate Strategy and Precision Agriculture

DAVID A. KOTCH
Vice President, Chief Information Officer

BRIAN J. BLAIR
Vice President, Treasurer

SUSANNE M. LINGARD
Vice President, Regulatory Affairs

WILLIAM F. CHESTER
Vice President, Global Tax

RONALDO PEREIRA
Executive Vice President and President, FMC Americas

BARRY J. CRAWFORD
Vice President, Operations

NICHOLAS L. PFEIFFER
Vice President, Corporate Controller andChief Accounting Officer

BÉNÉDICTE FLAMBARD , PH.D.
Vice President, Plant HealthSEBASTIÀ PONS
Vice President and President, FMC Europe, Middle East, Africa

MICHAEL F. REILLY
Executive Vice President, General Counsel,
Secretary and Chief Compliance Officer
SEVA ROSTOVTSEV, PH.D.
Vice President and Chief Technology Officer
ANDREW D. SANDIFER
Executive Vice President and Chief Financial Officer
PRAMOD THOTA
Vice President and President, FMC Asia Pacific
KAREN M. TOTLAND, PH.D.
Vice President, Chief Sustainability Officer
SHAWN R. WHITMAN
Vice President, Government Affairs

STOCKHOLDER DATA

FMC, the FMC logo, Cyazypyr, Rynaxypyr, Prevathon,
Xyway, LFR, Rhizomagic, Accudo, Altacor, the
TH!NK. SAFE. Logo and Arc are trademarks of FMC
Corporation and/or an affiliate. ©2023 FMC Corporation.
All rights reserved.
Other than FMC's, company names and logos mentioned
herein are the property of their respective owners.
Prevathon™ and Altacor™ insect control, Xyway® brandfungicides, Accudo™ and RhizoMagic™ biostimulants, may
not be registered for sale or use in all states and jurisdictions.
FMC Corporation is an active participant in the American
Chemistry Council (ACC) and we support the principlesof the ACC’s Responsible Care® Program by working
with our employees, suppliers, customers, contractors
and commercial partners to promote responsible
management of our products and processes through their
entire life cycle, and for their intended use, worldwide.
FMC undergoes third-party review and certification of ourconformance with the Responsible Care Management
System requirements at our headquarters offices and allof our sites located in the United States. For additional
information on our Responsible Care Program, please go
to FMC.com.
Responsible Care® is a service mark of American
Chemistry Council, Inc.

FMC Corporation
FMC Tower at Cira Centre South2929 Walnut Street
Philadelphia, PA 19104
U.S.
FMC.com

COPYRIGHT © 2023, FMC CORPOR ATION. ALL RIGHTS RESERVED.

43

F M C 2 0 22 S U S TA I N A B I L I T Y R E P O R T

ESG APPENDIX – ENVIRONMENTSUPPORTING DATA | ENVIRONMENTAL

The following tables provide a detailed breakdown of the 2022
environmental data as well as data trends over three years. In 2020 andprior years, FMC’s boundary was our manufacturing sites and our Stine
R&D facility. In 2021, we expanded our reporting boundary to include:
fleet, fugitive emissions, and all FMC owned sites. All data presented
before 2021 does not represent the expanded reporting boundary.

Data and Intensity Trends
2020*

2021*

2022

YOY % CHANGE

Revenue USD (In thousands)

4,642,000

5,045,000

5,802,000+15%

Scope 2 GHG Emissions, Location Based (tCO2e)

68,00063,00067,000++6%

Scope 1 GHG Emissions (tCO2e)

Scope 2 GHG Emissions, Market Based (tCO2e)

Scope 1 & 2 GHG Emissions, Market Based (tCO2e)
EMEA

Total Energy Use (GJ)

876,600 1,156,600

Electricity (GJ)
Steam
Fuels

Total Renewable Energy
Use (GJ)

Scope 1 & 2 GHG Emissions,Market Based (tCO2e)
Waste (kg)

NA

0.033

0.028+-15%

Biogenic Carbon Emissions (tCO2e)

14,00017,00020,000+21%

52,000

SBTi Boundary Scope 3 GHG Emissions (tCO2e)

N/A

1,813,000-3%

37,500403,400

2,474,000+

Scope 1 & 2 GHG Emissions Intensity, Market Based(tCO2e/Revenue USD in thousands)
Total Scope 3 GHG Emissions (tCO2e)

387,500

739,700

769,100

600

241,800

1,751,200

45,3005,200-

221,300

272,000+

Energy Intensity (GJ/Revenue USD in thousands)

45,50080,4007,900

26,700160,000+

Total Renewable Energy Use (GJ)**

51,700670,800

Total Energy Use (GJ)

Water (ML)

Withdrawals

374

735

14

214

1,300+

Consumption

70

255

12

173

500+

Discharge

304+ Indicates metric included in assurance boundary.

480

3

41

Due to rounding, numbers within ESG Appendix - Environment may not add up precisely.

800+

2,163,000

2,474,000+

+14%

0.456

0.429

0.426+

-2%

-7%

+12%

Renewable Energy Percentage (%)**

7%**

9%**

11%

+2%

Total Waste to Beneficial Reuse (kg)

Waste to Beneficial Reuse Percentage (%)*

2,115,000

1,871,000

2,202,000

Total Waste Disposed (kg)**2,056,000

1,963,000

High-Risk Water Withdrawals Total Volumes (ML)

Waste to Beneficial Reuse 20,806,400 12,888,600 2,656,000 6,148,400 42,499,000+

N/A

2,018,000+

1,972,000

Water Withdrawals Total Volumes (ML)

1,104,800 14,220,100 714,000 14,946,300 30,985,000+-3%

Total Non-Renewable Energy Use (GJ)**

Generated 21,911,200 27,108,700 3,369,900 21,094,700 73,485,000+
Disposed

+16%

0.033

TOTAL

136,600
200

72,000+160,000+

APAC
109,900

62,000-14%

165,000

LATAM
36,90067,000103,000

151,000

Regional Breakdown
ENVIRONMENTAL METRIC

84,00088,000+143,000**

200,000**

272,000+

1,500

1,400

1,300+

50,215,000

49,915,000

30,985,000+

31%

35%

58%

220

22,400,000

240

26,952,000

+4%
-8%

190+

-21%

42,499,000++58%

2020 and 2021 data has been rounded to the nearest thousandth place in accordance with common industry practices.

-38%

+23%

2022 values include briquettes as a renewable energy source (biomass). 2020 and 2021 has been revised to reflect this change in renewableenergy accounting.

44

F M C 2 0 22 S U S TA I N A B I L I T Y R E P O R T

GHG Summary*

Energy Summary

GHG BY SCOPE

2021 (tCO2e)2022 (tCO2e)

SCOPE 1 GHG EMISSIONS

103,000

88,000+SCOPE 2 GHG EMISSIONS, MARKET BASED*

62,00072,000+SCOPE 2 GHG EMISSIONS, LOCATION BASED

63,00067,000+1, 2, 3,TOTAL SCOPE 3 GHG EMISSIONS** (Including
4, 5, 6, 7, 8, 9, 12)

2,056,000

2,018,000+

Category 1 (Purchased Goods & Services)

1,559,3001, 2, 3

1,577,800

Category 2 (Capital Goods)

32,2003

39,100Category 3 (Fuel- and Energy-related Activities)

42,80046,600Category 4 (Upstream Transportation & Distribution)

251,4001, 3

178,000

Category 5 (Waste Generated in Operations)

63,80063,000Category 6 (Business Travel)

4

1,800

6,200

Category 7 (Employee Commuting)

6,000

5,700

Category 8 (Upstream Leased Assets)

14,80013,000Category 9 (Downstream Transportation & Distribution)

9,600

7,600

Category 12 (End-of-life Treatment of Sold Products)

74,60080,700TOTAL GHG EMISSIONS, MARKET BASED

2,221,000

2,178,000+

TOTAL GHG EMISSIONS, LOCATION BASED

2,222,000

2,173,000+

41Includes Energy Attribute Certificates (EACs), Power Purchase Agreements (PPAs), and Green Power Tariffs.

**

Scope 3 categories 10, 11, 13, 14 and 15 have been evaluated and are considered not relevant. This is consistent with 2021
reporting and there are no changes in FMC's business model in 2022.

1

FMC regularly revisits our methodology to maintain the GHG Protocol's principles of accuracy and completeness. In 2022 we
improved our source data for Scope 3 Categories 1, 4 and 12 due to enhanced data extract methodology from FMC's Enterprisetool, SAP S/4 HANA, which comprehensively captures all of FMC's spend and financial data. As a result of this change, we haverecalculated 2021 Scope 3 GHG emissions using the enhanced data extract methodology.

2

3

4

Footnotes:

In an effort to improve the granularity of our data, in 2022 FMC improved the emission factor accuracy for 14 material direct
chemicals in FMC's upstream value chain. This change resulted in an 8 percent decrease in Scope 3 Category 1 emissionsfor 2021.
Restated 2021 GHG emissions in Categories 1, 2, and 4 to reflect the updated CEDA (Comprehensive Environmental Data
Archive) Global Enterprise database. Previous values reported were calculated using CEDA 5.0. CEDA Global was released
in 2022 with the base year of 2018, which incorporates more granular location-specific factors and provides more accurate
values for 2021 GHG emissions than CEDA 5.0's base year of 2014.
Restated to include wheel-to-well boundary. Previous value reported was limited to well-to-tank emissions.

2022 ENERGY AND SCOPE 1 & 2 GHG EMISSIONS,MARKET BASED BREAKDOWNTOTAL ENERGY USE(GJ)TOTAL RENEWABLE
ENERGY USE (GJ)

TOTAL GHG EMISSION(tCO2e)Operating Sites

2,071,300

236,400

140,500

Other Owned Sites

402,700

35,400

1,400

Fleet

N/A

N/A

16,800

Fugitives

N/A

N/A

1,700

TOTAL

2,474,000+

272,000+

160,000+

Notes:

Operating Sites boundary includes FMC Manufacturing sites and Stine. Other Owned Sites boundary includes all other FMC
owned sites apart from manufacturing sites and Stine. Fleet and Fugitives boundaries include global total. There are no
exclusions to FMC's Scope 1 & 2 GHG emissions boundary.
Refer to Methodologies and Assumptions on pages 65-67.
+ Indicates metric included in assurance boundary.

Due to rounding, numbers within ESG Appendix - Environment may not add up precisely.

45

F M C 2 0 22 S U S TA I N A B I L I T Y R E P O R T

Water Summary
TOTAL VOLUMESWATER WITHDRAWALS(ML)

HIGH-RISK WATER
WITHDRAWALS (ML)

WATER DISCHARGED(ML)

HIGH-RISKWATER DISCHARGE (ML)

WATER CONSUMPTION(ML)

HIGH-RISK WATERCONSUMPTION (ML)

1,300+

190+

827+

24+

510+

165+

Note: Water metrics apply to operating sites. Refer to additional Methodologies and Assumptions on page 68.

Water Withdrawals by Source

Air Quality Summary

WATER WITHDRAWALS VOLUMESBY SOURCE (ML)

HIGH RISK WATER WITHDRAWALSVOLUMES BY SOURCE (ML)Third Party

415+

169+

Groundwater

904+

20+

Surface Water

18+

0+

Note: Seawater and produced water are not relevant for FMC’s water withdrawal.

*

AIR QUALITY

METRIC TONNES

FMC BOUNDARY

NOx

90.61

Global*

SOx

38.94

Global*

VOCs

25.41

Global*

HAPs

15.27

North America Only

Global boundary has been adjusted to include two manufacturing facilities that were not previously
reported in 2021.

Waste Summary

TOTAL

TOTAL WASTE
GENERATED (KG)

TOTAL WASTE TO
BENEFICIAL REUSE (KG)

TOTAL WASTE DISPOSED(KG)

Hazardous

Hazardous

Hazardous

Non-Hazardous

50,207,000+ 23,278,000+

Non-Hazardous

23,780,000+ 18,719,000+

26,427,000+ 4,558,000+

WASTE DISPOSED - BY TYPE

TOTAL

Non-Hazardous

WASTE TO BENEFICIAL REUSE - BY TYPELANDFILL (KG)

INCINERATION W/O
ENERGY RECOVERY (KG)

OTHER - DISPOSED (KG)

RECYCLED (KG)

INCINERATION W/O
ENERGY RECOVERY (KG)

OTHER - BENEFICIAL
REUSE (KG)

Hazardous

Non-Hazardous

Hazardous

Hazardous

Non-Hazardous

Hazardous

Non-Hazardous

Hazardous

Non-Hazardous

Hazardous

2,270,000+

3,907,000+

16,525,000+ 188,000+

7,632,000+

463,000+

6,822,000+

18,504,000+

5,734,000+

207,500+

11,223,000+ 8,500+

Non-Hazardous

Note: Waste metrics apply to operating sites. Refer to additional Methodologies and Assumptions on page 64.
+ Indicates metric included in assurance boundary.

Due to rounding, numbers within ESG Appendix - Environment may not add up precisely.

Non-Hazardous

46

F M C 2 0 22 S U S TA I N A B I L I T Y R E P O R T

Environmental Metrics – Global Trends
GHG Emissions (Scope 1 and 2 Emissions)

GHG Emissions (Scope 3 Emissions)

200,000

3,000,000

150,000
125,000

151,000

165,000

2,500,000

160,000

Tonnes CO2e

Tonnes CO2e

175,000

100,000
75,00050,0002,018,000

1,500,000
1,000,000
500,000

25,00002,562,000

2,000,000

2020

2021

0

2022

2021

Note: 2020 GHG emissions does not reflect expanded reported boundary. As such, comparison to 2020 does notaccurately represent performance.

Note: Total Scope 3 Emissions not calculated prior to 2021.

Water Withdrawn

Waste Summary

1,600

1,500

1,400

1,400

90%
80%

Tonnes CO2e

Megaliters

1,200
1,000
800
600
400

70%
60%
50%

31%
69%

35%

58%

65%

40%

42%

30%
20%

200
0

100%

1,300

2022

10%
2020

2021

Global Water Withdrawn (excl. high risk)

2022

High Risk

0%

2020

Waste Disposed

2021

2022

Waste to Bene�cial Reuse

47

F M C 2 0 22 S U S TA I N A B I L I T Y R E P O R T

Environmental Topics – Goals
At FMC, our longstanding commitment to sustainability is reflected in our ambitious
environmental goals related to net-zero emissions, water and waste.

i

GHG Emissions

FMC is committed to addressing climate change
and its impacts and has set science-based emissions
reduction targets in line with limiting global
temperature rise to 1.5°C. The company announced
its net-zero ambition in 2021 with a commitment totarget net-zero greenhouse gas emissions across its
value chain by 2035. Its near-term targets include a
42% absolute reduction for Scope 1 and 2 emissions
and 25% absolute reduction in Scope 3 emissions
by 2030. FMC’s net-zero target was validated by the
Science Based Targets initiative (SBTi) in March 2023.

ii

Water

FMC is committed to implementing sustainable water
practices across its global footprint. In 2023, thecompany became a member of the Alliance for Water
Stewardship (AWS). AWS certification is extensive,
and implementation of the standard is intended
to achieve five main outcomes for the site and its
physical scope: good water governance; sustainable
water balance; good water quality status; importantwater-related areas; and safe water, sanitationand hygiene for all (WASH). FMC will prioritize its
manufacturing locations in high-risk water areas, as
defined by the WRI Water Aqueduct Water Risk Atlas.

iii Waste
FMC is committed to achieving 100% waste tobeneficial reuse by 2035. FMC defines beneficial reuse
as reusing and/or converting waste materials into avaluable commodity (fuel or substitute raw material).
Beneficial reuse of waste must not adversely impact
human health or the environment. To achieve this,FMC’s manufacturing facilities must take steps toreduce the amount of hazardous and non-hazardous
waste generated at the source and use materials
more efficiently. Where waste is unavoidable, FMC iscommitted to managing it sustainably, which includes
reusing, recycling and repurposing it. This is vital in
the transition to a circular economy and will ultimately
reduce the consumption of virgin materials.

48

F M C 2 0 22 S U S TA I N A B I L I T Y R E P O R T

Environmental Topics – General
At FMC, we proactively identify and manage material ESG risks,
which is integral to our commitment to sustainable business practices.

ii

i

Biodiversity

FMC continuously monitors risks and issues related
to biodiversity and invests in product innovation,
programs and partnerships to promote biodiversity
protection. FMC offers an innovative product pipeline
and complementary solutions for Integrated Pest
Management (IPM), including precision agriculture andbiologicals, to minimize impact on biodiversity.
FMC also proactively engages in the task force on
biodiversity through Crop Life International and are
active members of The Keystone Coalition on Honeybee
Health, Farmers for Monarchs and FieldWatch, a
non-profit organization that develops technology tosupport pollinator protection in agriculture.
FMC's Global Biodiversity Protection Council, led
by technical and pollinator experts from across thecompany, brings consistency, coordination andbest practices to the company's efforts to protect
biodiversity globally.

Air, Waste, Effluent andWater Quality Management

1. Waste, Effluent and Water Quality: As outlined in
FMC’s Environment, Health and Safety (EHS) policy,
FMC is committed to ensuring the health and safetyof communities where it operates. This includes
properly tracking and managing hazardous andnonhazardous waste through on-site proceduresand global guidelines and monitoring environmental
impacts at all sites in accordance with local laws andregulations. For example, FMC regularly performs
water quality monitoring and testing on effluent
discharge in groundwater where appropriate toensure the protection of water sources fromcontamination. The company is committed
to institutional control measures to prevent
unpermitted discharges.
2. Air: FMC monitors and tracks air pollutants,
including SOx, NOx, VOCs, and HAPs, in accordancewith global and regional laws and regulations. The
company has taken action to prevent and reduce
air pollutants from company operations, which
includes implementing Hearing Conservation
programs to reduce noise emissions and Leak
Detection and Repair (LDAR) programs to ensure
the enclosure of emissions sources and ways tolocate and repair leaking components.

iii Environmental Remediation
FMC outlines responsibilities related to environmental
remediation at key sites as well as information related
to environmental reserves in the company’s annual
10-K. As highlighted in previous sustainability reports,a key part of FMC’s environmental remediation includes
the beneficial reuse and restoration of legacy FMC
sites. For instance, sites in Newark, California, andBaltimore, Maryland, are in the process of remediation
and redevelopment into mixed-used spaces that
benefit local communities and the planet.

49

F M C 2 0 22 S U S TA I N A B I L I T Y R E P O R T

ESG APPENDIX–SOCIALSUPPORTING DATA | SAFETY

Safety Data
At FMC, people come first. We strive for an injury-free workplace, where every employee returns home the same way they arrived. We encourage a culture of open reporting,so we can learn from our safety incidents and continuously improve behaviors and processes.

FMC Injuries/Illnesses
Fatalities

2019

2020

2021

2022

4

2

2

4

0

Lost Time

Total Recordables

Total Manhours (hr)
TRIR

0

12

7

0
6

0+

Fatalities

7

Total Recordables

27,839,639

18,095,671

18,139,849

17,614,168

0.03

0.02

0.02

0.05

0.13

LTIR

3rd Party Injuries/Illnesses(Number of Cases)

0.08

0.07

2019

2020

2021

2022

5

4

4

3

1

Lost Time8

Total Manhours (hr)
TRIR

0.08+

0
7

0
6

0
5

4,293,426

3,318,109

4,134,426

5,377,945

0.23

0.24

0.19

0.11

0.37

LTIR

(Number of Cases)

0.42

0.29

0.19

+ Indicates metric included in assurance boundary.

Process Safety Events
Tier 1
Tier 2

Notice of Violations (NOVs) with Penalty

2019

2020

2021

2022

7

1

5

7

2

1

1

0

DEFINITIONS TABLE

NOVs with Penalty

2019
2

2020
4

2021
3

Fatalities | Work-related injury or illness that results in death.

Total Recordables | Total number of work-related injuries orillnesses requiring treatment beyond first aid, based on US OSHA
Recordkeeping Framework.

FMC Injuries/Illness | FMC employee or FMC supervised contractors.

TRIR | Total Recordable Incident Rate = (# of OSHA Recordable
Incidents) X 200,000 / (Total # of Hours Worked), as based on OSHA
Recordkeeping Framework.

Lost Time | Work-related injuries that result in a person being unfit
for work on any day after the day of the injury as determined by aphysician or other licensed health professional.

Total Manhours | Total number of hours worked.

2022
0

Process Safety Events | According to the API 754 3rd Edition Definitions.

LTIR | Lost Time Injury Rate = (# of Lost Time Injuries)
200,000 / (Total # of Hours Worked).

3rd Party Injury/Illness | Permanent and resident contractors to FMC.

NOVs with Penalties | Letter or notice received from an EHS
regulatory authority alleging violation of a law, regulation or permit
that resulted in a fine or penalty.

50

F M C 2 0 22 S U S TA I N A B I L I T Y R E P O R T

Social Topics – Safety
At FMC, we are committed to proactively identifying and managing material ESG risks,
which is integral to our commitment to sustainable business practices.

i

Environmental, Health and Safety(EHS) Audit Process

1. FMC is committed to protecting the environment
and the health and safety of its employees andcommunities through full compliance with allapplicable laws and continuous improvement of
EHS performance. To meet FMC EHS standards,
every FMC owned-and-operated facility must
demonstrate compliance and maintain an open
dialogue with local communities on the natureand hazards of the materials that it manufacturesor handles.
2. FMC completes verified audits on a regular basis
at all FMC-owned facilities to ensure compliancewith FMC Standards and legal requirements.
Third-party audits are performed under programs
such as Responsible Care, ISO 9000 and ISO
14000. Per FMC’s Audit Standard, the company

endeavors to audit all FMC sites on a 36-month
cycle. Additionally, the audits ensure compliancewith FMC EHS standards and facility-specific legal
requirements. At leadership discretion, sites may
be audited more frequently, which may include acomprehensive EHS compliance audit, focused
topic-specific audit, or an audit of an action plan
implemented from a previous audit.
3. Responsible Care: The safety of chemical
operations and products is a core value for
American Chemistry Council (ACC) members,
including FMC. Responsible Care represents theindustry commitment to the health and safety of
employees, communities and the environment.
FMC is committed to practicing Responsible Care®
and certifies management system alignment

with the Responsible Care core values bydemonstrating compliance with the Responsible
Care Management System® (RCMS). FMC works
to achieve improvements in these areas throughthe RCMS® framework of “Plan-Do-Check-Act.”In recognition of FMC’s achievements around
RCMS®, the company has been awarded by the
ACC as the Responsible Care Company of the Year
four times since 2017.

51

F M C 2 0 22 S U S TA I N A B I L I T Y R E P O R T

ii

Emergency Preparedness

FMC has emergency response programs in place tosafely manage an emergency at any facility.
1. EHS Incident Reporting Standard: Requires all
FMC sites to report, categorize and perform theappropriate level of incident investigation for all
incidents. It includes procedures to report injury,
illness, process safety, environmental incidents
or other crisis incidents. The standard applies to
FMC employees, contractors and visitors whileat company operated sites, FMC employees andcontractors while conducting FMC business atalternate locations, FMC operated equipment
and company owned property or products whilein transit.
2. Corporate Incident Management Standard:
Establishes a framework for managing incidents
at a site. This standard creates three levels of
response for sites, depending on the criticality of
the incident. This standard, along with regulatory
requirements, determines required emergency
response plans that are developed for every
FMC facility.

iii Process Safety
Process Safety Management (PSM) is a key elementof FMC’s safety programs. FMC ensures robust
standards and procedures are in place for employees
across all global sites.
1. PSM Standard: This standard sets the minimum
process safety system requirements for
manufacturing sites, pilot plants and kilo labs
to prevent fires, explosions and releases ofhazardous materials.
2. Process Hazard Level (PHL) Screening: This
screening tool uses an internally developed
methodology to identify the hazards of a process
and ensure both effective and efficient control ofprocess hazards.
3. Process Safety Information (PSI): This contains
details about materials, equipment and process
technology. This information is used to support
all other elements of PSM and is necessary tounderstand, identify and evaluate process
safety hazards.

4. Process Hazard Analysis (PHA): This is asystematic review of a specific process to identify
and evaluate process hazards. As a result of these
PHAs, FMC immediately addresses unacceptablerisks and develops action plans to mitigate them.

52

F M C 2 0 22 S U S TA I N A B I L I T Y R E P O R T

ESG APPENDIX–SOCIALSUPPORTING DATA | WORKFORCE

Workforce Data for Full-Time Employees (FTE) in 2022
TOTAL WORKFORCETOTALEMPLOYEESMALEFEMALEGENDER NOTDISCLOSED

<20

20-29

30-39

40-49

50-59

60+

Percent

Percent

Percent

Percent

Percent

Percent

11.8%

39.8%

32.7%

14.9%

0.9%

6.9%

26.9%

27.9%

26.2%

11.8%

Value

Percent

Value

Percent

Value

Percent2

0.1%

Asia Pacific (APAC)

2,499

1,831

73.3%

666

26.7%

Europe, Middle East, Africa (EMEA)

1,430

918

64.2%

512

35.8%

Latin America (LATAM)

795

515

64.8%

279

35.1%

1

0.1%

14.5%

44.0%

28.8%

10.3%

2.4%

North America (NA)

1,529

986

64.5%

531

34.7%

12

0.8%

10.4%

25.1%

24.1%

25.1%

15.3%

TOTAL

6,253

4,250

68.0%

1,988

31.8%

15

0.2%

10.7%

33.8%

29.0%

19.4%

7.1%

0.07%

0.02%

EXTERNAL HIRESMALE

FEMALEGENDER NOTDISCLOSEDMALE

GENDER NOTDISCLOSEDFEMALE

20-29

30-39

40-49

50-59

60+

20-29

30-39

40-49

50-59

60+

20-29

30-39

40-49

50-59

60+

3

1

10

9

3

2

Asia Pacific (APAC)

299

133

4

109

117

63

10

0

46

53

32

2

0

Europe, Middle East, Africa (EMEA)

109

71

28

22

30

37

19

1

11

32

18

10

0

Latin America (LATAM)

88

95

2

26

45

13

4

0

39

42

12

2

0

North America (NA)

179

89

15

56

59

34

24

6

28

23

21

16

1

2

7

0

3

3

TOTAL

675

388

49

213

251

147

57

7

124

150

83

30

1

6

22

10

6

5

4

2

53

F M C 2 0 22 S U S TA I N A B I L I T Y R E P O R T(cont.)VOLUNTARY TURNOVERMALE

FEMALEGENDER NOTDISCLOSEDMALE

GENDER NOTDISCLOSEDFEMALE

20-29

30-39

40-49

50-59

60+

20-29

30-39

40-49

50-59

60+

Asia Pacific (APAC)

231

67

57

111

46

15

2

14

26

20

7

Europe, Middle East, Africa (EMEA)

67

44

9

29

16

10

3

7

23

11

3

Latin America (LATAM)

56

19

1

7

32

12

4

1

6

10

3

North America (NA)

60

48

1

12

19

11

12

6

8

18

11

8

3

TOTAL

414

178

2

85

191

85

41

12

35

77

45

18

3

Female Employees by Level,
GlobalBlack/African American Employees
by Level, U.S. Only

COUNT

%

COUNT

%

Board of Directors

330%

Board of Directors

1

5%Operating Committee

629%

Operating Committee

00%

Executive Level/
Leadership Positions(Job Grade 25 or Above)

67

35%

Executive Level/
Leadership Positions(Job Grade 25 or Above)4

3%

Professional Roles

1,469

33%

Professional Roles

80

8%

TOTAL # OF WOMEN

1,988

32%

TOTAL # OF EMPLOYEES

131

10%

DEFINITIONS TABLE
Board of Directors | FMC Board of Directors, responsible for overallmanagement of the company.
Operating Committee | Executive leadership and officers.

Executive Level/Leadership Positions | Roles with significant
responsibility to oversee and direct a functional discipline or businessarea for FMC.
Professional Roles | Defined by types of responsibilities andrequirements, such as independent judgment and decision making
that impact the business. Includes Executive/Senior Management,
First Level Managers, Professionals and Sales Workers.

30-39

50-59

1
1
1

1

Governance Bodies (Operating Committee)
by Age Group
COUNT

%

Under 30

0

0%

30-50

6

29%

Over 50

15

71%

OPERATING COMMITTEE
TOTAL

21

100%

EEO-1 | Employee demographic information disclosed andsubmitted by FMC is attached here. Please note that job categories
differ in the way in which we categorize jobs and track diverse employee
representation at FMC.

Full Time Employees | Metrics include full-time FMC employees andexcludes other payroll workers (i.e. interns, apprentices, and trainees)

54

F M C 2 0 22 S U S TA I N A B I L I T Y R E P O R T

2025 Sustainability Data – Progress Towards Goals
R&D Spend on Sustainably
Advantaged Products
100%
80%

97%

97%

Total Recordable Incident Rate (TRIR)
98%

0.10
0.08

Community Engagement
100%

0.08

0.07

0.08

80%

60%

0.06

40%

0.04

40%

20%

0.02

20%

0%

2020

2021

2022

0.00

2020

2021

2022

60%

0%

82%

84%

2020

2021

90%

2022

DEFINITIONS TABLE
R&D Spend on Sustainably Advantaged Products | Products
in development that exceed the Sustainability Assessment Toolbenchmark in at least one of the six categories without retreating
in any category.

Total Recordable Incident Rate (TRIR) | Total Recordable Incident
Rate = (# of OSHA Recordable Incidents) X 200,000 / (Total # of Hours
Worked), as based on OSHA Recordkeeping Framework.

Community Engagement | FMC manufacturing and R&D sites
engagement in the community as tracked through four categories:
community participation, community leadership, operationaltransparency and safety.

55

F M C 2 0 22 S U S TA I N A B I L I T Y R E P O R T

Social Topics – General
At FMC, we proactively identify and manage material ESG risks,
which is integral to our commitment to sustainable business practices.

i

Human Rights

As outlined in FMC’s Human Rights Policy, thecompany is committed to the protection andadvancement of human rights throughout its
business and value chain. This commitment requires
strict adherence to policies and procedures as
outlined in FMC’s Supplier Selection and Approval
Process, in which all new significant contractors
and raw materials suppliers are screened for theiradherence to human rights standards. All supplierfacing employees are trained on this process. All
employees globally are required to complete a training
during onboarding and annual training on FMC’s Codeof Ethics, which serves as the foundation for thecompany’s Human Rights Policy.

ii

Supply Chain Engagement

1. Supplier engagement is a key part of FMC’s planto achieve its environmental goals, including thecompany’s aggressive emissions reduction targets.
For Scope 3 Category 1, which comprises the
majority of the company’s GHG emissions, FMC is
working with raw materials and packaging suppliers
to set mutual objectives that focus on top GHG
emissions contributors.
2. FMC’s Suppler Code of Conduct and Sustainability
Sourcing Statement define the company's
expectations of suppliers on environmental, socialand governance topics. All potential suppliers areevaluated through the Supplier Selection andApproval Process, which outlines requirements
for due diligence, screening and third-party
assessments of suppliers.

56

iii Human Capital Development

iv Total Rewards and Pay Equity

FMC ensures all employees receive ongoing,
comprehensive training to support their professional
growth and development. All current and new FMC
employees receive regular trainings (both virtuallyand in-person) on a range of topics, including humanrights, ethics and compliance, cybersecurity andsafety. In addition to global trainings, FMC provides
region- and function-specific trainings to ensure
employees have the skills and knowledge necessary
to succeed in their roles. FMC is in the process of
implementing a learning management system tocomprehensively manage and track trainings.

FMC compensates employees through Total Reward
programs that are aligned with performance andcompetencies following the annual performanceappraisal process. Performance-based direct pay
programs include competitive base pay, annual bonus
opportunities, sales incentive plans and long-term
incentives. These compensation elements, alongwith health benefits, work-life flexibility, recognition
awards, and talent and career development, enable
FMC to offer a comprehensive total reward package
designed for employees throughout their career. This
includes an assessment of pay equity, which involves
ensuring employees in the same job function, locationand pay level are paid fairly relative to one another,regardless of their gender or race/ethnicity.

For example, FMC hosts Global Leadership
Development Programs for new and existing people
managers — the Art of Leadership and Science ofLeadership, respectively. Through a combinationof in-person and virtual trainings, aligned with FMC
core values and leadership competencies, FMC
employees have the opportunity to learn how to
optimize their people management skills. In 2022,
100 FMC employees participated in some of these
Global Leadership Development Programs, receiving
50 training hours each for a total of 5000 hours.

57

F M C 2 0 22 S U S TA I N A B I L I T Y R E P O R T

ESG APPENDIX–GOVERNANCECORPORATE GOVERNANCE
Corporate governance establishes
the systems, rules and practices that
ensure FMC operates with integrity
and accountability. Details on FMC's
corporate governance structure isdisclosed in our Annual Report, Proxy
Statement and on our website.
FMC also has a robust governancestructure for sustainability at thecompany, as described in this section.
BOARD OF DIRECTORSSUSTAINABILITY COMMITTEE

FMC’s Board of Directors Sustainability
Committee, created in 2011, is tasked
with overseeing and evaluating theeffectiveness of FMC’s sustainability
strategy to ensure it continues to create
value and deliver real impact for thecompany and society. The Committee
reviews and provides guidance tomanagement on FMC’s sustainability
initiatives including those relating to its
environmental and social impact, climatechange, community engagement anddiversity equity and inclusion. The
Committee meets four times a year.

EXECUTIVE SUSTAINABILITY COUNCIL

The Executive Sustainability Council meets four times
a year to review progress on goals, new initiatives,
commitments and challenges. It recommends
actions, as necessary, to ensure continuous
performance improvement and alignment withconstituent expectations (both internal and external).
OFFICE OF THE CSO

The office of the CSO brings greater focus anddirection to our sustainability efforts aroundthe world, driving meaningful change across thecompany and supporting global initiatives to addresssome of the world’s most urgent challenges.
There are five key functions that report to theChief Sustainability Officer:

1

Corporate
Sustainability

4

Government andIndustry Affairs

EXTERNAL SUSTAINABILITY
ADVISORY COUNCIL

FMC’s External Sustainability Advisory Council,
initiated in November 2017, provides perspectives andobjectivity to our sustainability strategy. Membersof the Council are leaders in agriculture, energy,
water, academia and environmental issues. Council
meetings are held twice a year and have focused on
topics such as sustainably-advantaged innovation,
sustainability goals, materiality, diversity and inclusion,issues management strategy, product stewardshipand stakeholder engagement.

2

Diversity, Equity
and Inclusion

5

3

Product
Stewardship

Sustainability Communications,
Engagement and Philanthropy

58

F M C 2 0 22 S U S TA I N A B I L I T Y R E P O R T

ESG APPENDIX–GOVERNANCESTAKEHOLDER ENGAGEMENT

FMC regularly engages a variety of stakeholder groups to ensure alignment, gather input and feedback, and identify key trends, issues and risks for the company. The
table below indicates FMC's main stakeholder groups as well as topics and methods of engagement. More information about FMC's stakeholder engagement can befound on the company's website.
STAKEHOLDER GROUPCHANNELS OF ENGAGEMENTFREQUENCYKEY TOPICS COVERED

Employees

Town Hall meetings
Reports, email blasts and videos
Surveys
Focus groups
Training
Social media

QuarterlyMonthly
Annually
As needed
Annually
WeeklySafetyEthics and compliance
Sustainable procurement
Sustainability assessment tool
DEI
Sustainability branding

Prospective Employees

Sustainability Report
Annual Report

Annually
Annually

Sustainability
DEI

Customers

Meetings
Innovation collaboration
Industry partnerships

Quarterly
Quarterly
Quarterly

Innovation
Pollinator safety
Product stewardship

Suppliers

Supplier audits
Supplier surveys
Code of Conduct

Bi-annually
QuarterlyMonthly

Fair wages and labor
Sustainability goals
Responsible care

Investors

Ratings/rankings and indicesConference calls
SurveysAnnually
As needed
Annually

FMC’s performance and our strategic growth plan
DEI, climate action and food security
The sustainability of new products

Local Communities

Donations to local organizations
Employee volunteers
Community Advisory Panels

QuarterlyMonthly
Quarterly

HungerScience education
Disaster relief

Regulators and Public Policy Makers

Meetings
Risk assessments and studies

Monthly
Regularly

Endangered species
Product stewardship, science-based evaluations, safety and environmental standards

Non-Government Organizations (NGOs)

In-person meetings/conference calls
Survey responses
Policies and best practices

As needed
Bi-annually
As needed

Biodiversity
Secondary standards
UN Sustainable Development Goals

Industry Associations

Leading/participating on committees and working groups
Advocacy

Bi-monthly
As needed

Responsible care
Product stewardship and sustainability

External Sustainability Advisory Council

In-person meetings
Conference calls

Bi-annually
As needed

Sustainability strategy and reporting
Innovation

59

F M C 2 0 22 S U S TA I N A B I L I T Y R E P O R T

Governance Topics – General
At FMC, we proactively identify and manage material ESG risks,
which is integral to our commitment to sustainable business practices.

i

Executive Compensation

FMC has a longstanding practice of including
sustainability objectives in the individual measures as
a component of annual incentive pay of the CEO andother named executive officers. These metrics relate
to FMC’s sustainability goals as highlighted on page4, including safety, workforce diversity and progress
towards our net-zero goal. Performance againstsustainability-related goals is reported in the annual
proxy report.

ii

Ethics and Compliance

1. Ethics Hotline: The FMC Ethics Response Line isavailable both externally at FMC.com or internallyat the FMC SharePoint with links on several
webpages. Reports to the FMC Ethics ResponseLine may be made anonymously (or reporters
may self-identify) by phone, web portal, QR
code or mail. In 2022, the FMC Ethics ResponseLine received 20 global reports classified asharassment, discrimination or retaliation. Of these
20 reports, 11 were substantiated and remediation
included training or discipline.
2. Training: In 2022, FMC’s Law Departmentcompleted over 21,000 person-hours of employee
training across all regions: North America; Europe,
the Middle East and Africa; Latin America and theAsia Pacific Region.

3. Ethics Office: The FMC Ethics Office delivered
many communications, events and trainings forthe global employee population in 2022, including
11 mandatory trainings for new employees;
5 mandatory trainings for active employees; theannual mandatory Code of Ethics and BusinessConduct Questionnaire Certification; and Conflictof Interest Disclosure for all active employees.
Additionally, the Ethics Office shared case studies
on ethics violations, sponsored ambassador
events to promote ethics awareness and hosted
the Ethics and Compliance Achievement Awards,
which recognize employees who make significant
contributions to and are champions of integrity
at FMC.

60

F M C 2 0 22 S U S TA I N A B I L I T Y R E P O R T

iii Corruption and Bribery
As set forth in FMC’s Code of Ethics, FMC applies
stringent standards around corruption and briberythat go beyond compliance with local regulation.
FMC operates in markets where business ethics
may differ from company standards, which
increases risk of impropriety. To mitigate that risk,
the company administers a robust internal audit
program and ensures all appropriate resources aretrained, engaged and focused on achieving businessobjectives while adhering to integrity as a core value.

iv Collective Bargaining
A portion of FMC employees are covered undercollective bargaining agreements. For eachmanufacturing site where collective bargaining
agreements are present, FMC makes every effort
to reach agreements that are mutually beneficial.
FMC strongly believes in a cooperative approach
and works closely with unions and work councils tofind solutions for everyday interactions as well as
contract negotiations. FMC expects that suppliers will
respect their employees’ right to join, form or abstain

from joining a labor union without fear of reprisal,
intimidation or harassment. Where employees are
represented by a legally recognized union, FMC would
expect suppliers to be committed to establishing a
constructive dialogue with their representatives.

v

Risk, Control, and Audit

1. FMC has a robust Internal Audit (IA) function andEnterprise Risk Management (ERM) process led by
FMC’s Risk, Control and Audit (RC&A) group and theChief Audit Executive. The Chief Audit Executive,
who reports directly to the Audit Committee, sets
an annual audit plan based on appropriate risk
factors for financial and non-financial compliance,
including but not limited to FMC’s Code of Ethics
and Business Conduct, Financial Standards(internal and GAAP), Foreign Corrupt Practices Act(FCPA), Sarbanes-Oxley (SOX) compliance andrelevant data privacy laws. Internal audit maintains
objectivity and independence through means suchas organizational structure, reporting lines, culture
and operations. Additionally, FMC conducts anannual company-wide ERM assessment to assess
exposure and manage enterprise-wide risks.

The ERM process assists in guiding FMC’s 10-K risk
disclosures. ERM Assessment findings are reported
to the FMC Risk Council and executive leadership
quarterly and annually to the Board of Directors.
2. FMC is committed to conducting business withhonesty and integrity and complying with allapplicable laws. FMC’s Code of Ethics and BusinessConduct (the “Code”) summarizes the legal andethical principles embedded in the company's
policies and practices. For many years, the Codehas served as a constant guidepost for the way
FMC does business. FMC’s commitment toethics and compliance starts at the top of thecorporation. FMC’s Corporate Responsibility
Committee, which consists of executive
management and reports to the Audit Committeeof the Board of Directors, assesses FMC’s overall
compliance with applicable law and the Code,oversees the compliance training program andconsiders the appropriate response to significant
compliance matters and legal developments.

61

F M C 2 0 22 S U S TA I N A B I L I T Y R E P O R T

FMC Policies & ProceduresThis table provides an overview of publicly available documents related to ESG topics at FMC. All policies can be accessed on FMC's sustainability website.
POLICIES AND PROCEDURESDESCRIPTION

SCOPE

UNGC
ALIGNMENT

Environment, Health, and Safety Policy

FMC's EHS policy outlines our responsibility to the environment, health, safety (including occupational and process safety) to ouremployees and global community.

Company, World8

Our Care for the Planet

Provides an overview of FMC's commitment to care for the planet and the communities in which we operate, including climate change,
water security and biodiversity.

Company, Supplier Expectations,
World

7,8,9

Commitment to Animal Welfare

Outlines FMC's requirements to adhere with animal testing requirements through regulatory standards and responsibility to adhering
to global principles (replace, reduce, refine) for animal welfare.

Company

8,9

Policy on Human Rights

Builds upon FMC's Code of Ethics to further outline FMC’s commitment to the protection and advancement of human rights as aprinciple and within global business operations. Outlines adherence to international best practices and standards, guiding pillars, due
diligence and reporting and employee training.

Company, Supplier Expectations

1,2,3,4,5,6

Code of Ethics and Business Conduct

FMC's Code of Conduct serves as the cornerstone of our belief in conducting business with honesty and integrity, setting high standards
that align with, and often exceed, local laws and regulations. The Code outlines the requirements for all employees and stakeholders andprovides clear information on how to report any violations through our Ethics hotline.

Company, Suppliers

1,2,3,4,5,6,10

Supplier Code of Conduct

Clarifies expectations placed on FMC suppliers and their subcontractors to act in accordance with the Supplier Code of Conduct, which
covers elements relating to ethics, human rights, labor, environment and health and safety.

Suppliers

1,2,4,5Sustainable Sourcing Statement

Outlines expectations placed on FMC suppliers and outlines FMC's plan related to ESG Supplier Engagement, including supplier
screening, auditing, employee training and adherence to Modern Slavery Acts globally.

Suppliers

1,2,3,4,5,8

Conflict Minerals Statement

Outlines FMC's commitment to conflict minerals sourcing in compliance with Section 1502 of the Dodd-Frank Act.

Company, Suppliers

1, 2, 10

Corporate Tax Policy Statement

Provides transparency to FMC stakeholders on tax policy matters and compliance with tax regulations.

Company

10

Cybersecurity Policy

Provides an overview of FMC's comprehensive cybersecurity program to protect company and supply chain data. This includes details
around FMC's executive oversight and risk mitigation program, which includes risk assessment, auditing, security systems, employee
training and response plans.

Company, Suppliers

10

Board Sustainability Committee Charter

Summarizes the responsibilities of the Sustainability Committee of the Board of Directors to ensure the effectiveness of FMC's
sustainability strategy and efforts related to ESG, including sustainability goals and objectives.

Company (Board)

8

CDP Reports

Provides a detailed understanding of FMC's sustainability efforts around climate change and water security and comprehensive
sustainability data disclosures. In 2022, FMC received an "A-" on both climate change and water security.

Company

7,862

MATERIALITYASSESSMENT

FMC 2022 Materiality Matrix

FMC began conducting impact materiality
assessments in 2013 and currently conducts theassessments biannually. The assessments arereviewed by the Board of Directors and our Executive
Sustainability Committee once completed. FMC’s
materiality assessment is used to identify and value
our impact on external stakeholders associated withour business operations, products/services andsupply chain.

Importance to stakeholders when assessing FMC

F M C 2 0 22 S U S TA I N A B I L I T Y R E P O R T

The results of our 2022 materiality assessment, which
identifies sustainability topics of most importance forour business based on inclusive stakeholder feedback,are indicated in the matrix to the right. This assessment
was completed in accordance with GRI standards.
The assessment was conducted via an online survey
with internal and external stakeholders. Internal
stakeholders included employees from all major
functions, including operations, sales, regulatory
affairs and research and development, among
others. External stakeholders included customers,
investors, consultants and representatives fromacademia, government, trade associations and nongovernmental organizations.
We analyzed 25 potential material topics based on
GRI, SASB, United Nations Global Compact and otherexpert recommendations. Respondents were asked

Environment(Simple average)

SocialGovernance, Strategy and Operations

5.00

4.50

4.25

4.00

3.75

3.50
3.50

Employee safety and well-being
Greenhouse gas mitigation
Waste & effluent management

Process safety

Biodiversity conservation
Emergency management
Human
Employee Engagement
rightsWater stewardship
Climate-related strategic planning
Community relations
Diversity, equity and inclusion
Environmental remediation
Supplier sustainability
Carbon related-policy
Resilience planning
Stakeholder engagement
Air Quality
Smallholder farmers
Climate-related
risk governancePublic policy & advocacy
Labor rights & relations

3.75

4.00

Product safety& stewardship
Sustainable innovation
Global food security

4.25

4.50

5.00

FMC’s impact on society, economies and ecosystems

to rate topics on a scale of 1-5, 1 being low and 5 being
high, based on two dimensions:• The importance to the stakeholder whenassessing FMC (Y-axis)• FMC’s impact on societies, economies
and/or ecosystems (X-axis), as per GRI
recommendations

Based on the results of the assessment, as well as
additional analyses conducted across participant
responses, we have identified five core material
issues that will help inform the development of FMC’s

sustainability strategy and reporting going forward.
Three of the five — innovation, stewardship andsafety — are foundational to FMC’s business and workwith growers across the globe. The remaining two —biodiversity and food security — are areas where wesee opportunities to take bigger, bolder steps to affectpositive change related to some of the world’s mosturgent challenges.

63

F M C 2 0 22 S U S TA I N A B I L I T Y R E P O R T

ESG APPENDIX–GOVERNANCE
SCOPE OF ASSURANCE

Engagement Summary – Assured Boundary
ASSURED DATA TABLE

Scope of Engagement

GHG Emissions & Energy:
Scope 1 GHG Emissions
Scope 2 GHG Emissions, Market Based
Scope 2 GHG Emissions, Location Based
Scope 1 & 2 GHG Emissions, Market Based
Total Scope 3 GHG Emissions (Including 1,2,3,4,5,6,7,8,9,12)
Total GHG Emissions, Market Based
Total GHG Emissions, Location Based
Scope 1 & 2 GHG Emissions Intensity, Market Based
Total Energy Use
Total Renewable Energy Use
Energy Intensity
Water:
Water Withdrawals Total Volumes
Water Withdrawals Volumes by Source
Water Discharges Total Volumes
Water Consumption Total Volumes
High Risk Water Withdrawals Total Volumes
High Risk Water Withdrawals Volumes by Source
High Risk Water Discharges Total Volumes
High Risk Water Consumption Total Volumes

Waste:
Total Waste Generated
Total Hazardous Waste Generated
Total Non-Hazardous Waste Generated
Total Waste Disposed
Total Hazardous Waste Disposed
Total Non-Hazardous Waste Disposed
Waste Disposed - By Type
Hazardous Waste Disposed - By Type
Non-Hazardous Waste Disposed - By Type
Total Waste to Beneficial Reuse
Total Hazardous Waste to Beneficial Reuse
Total Non-Hazardous Waste to Beneficial Reuse
Waste to Beneficial Reuse - By Type
Hazardous Waste to Beneficial Reuse - By Type
Non-Hazardous Waste to Beneficial Reuse - By Type
Safety:Total Recordable Incident Rate (TRIR)
Fatalities

Assurance Standard

The review was conducted in accordance with attestation standards established by the American Institute of Certified Public Accountants AT-C section 105,
Concepts Common to All Attestation Engagements, and AT-C section 210, Review Engagements

Assurance Level

Limited Assurance+

Indicates metric included in assurance boundary.

64

F M C 2 0 22 S U S TA I N A B I L I T Y R E P O R T

Management Criteria
Waste
METRIC

PAGE(S)REPORTING CRITERIAMETHODOLOGY, ASSUMPTIONS AND DEFINITIONS
The amount of waste generated by FMC Operating Sites, reported on a monthly basis with no exclusions.

Total Waste Generated

43

Management's Criteria

Waste Definition: Any substance or object which the holder discards or intends or is required to discard. This includes waste andby-product materials in both solid and liquid form and may be non-hazardous or hazardous waste generated; and includes all
regulated and non-regulated waste.
The amount of hazardous waste generated by FMC Operating Sites, reported on a monthly basis with no exclusions. Regulatory
requirements dictate the classification and management criteria of hazardous materials and are location-specific.

Total Hazardous Waste Generated

45

Management's Criteria

Total Non-Hazardous Waste Generated

45

Management's Criteria

Total Waste Disposed

43

Management's Criteria

The amount of waste generated by FMC Operating Sites that is disposed through the following disposal methods: Landfilled,
Incineration (without Energy Recovery), Other Disposal. Other Disposal includes liquid waste that is treated and disposed and waste
disposed via transfer station. Waste disposed metrics are reported on a monthly basis with no exclusions.

Total Hazardous Waste Disposed

45

Management's Criteria

The amount of hazardous waste generated by FMC Operating Sites that is disposed through the following methods: Landfilled,
Incineration (without Energy Recovery), Other Disposal. Waste disposed metrics are reported on a monthly basis with no exclusions.

Total Non-Hazardous Waste Disposed

45

Management's Criteria

The amount of non-hazardous waste generated by FMC Operating Sites that is disposed through the following methods: Landfilled,
Incineration (without Energy Recovery), Other Disposal. Waste disposed metrics are reported on a monthly basis with no exclusions.

Total Waste to Beneficial Reuse

43

Management's Criteria

The amount of waste generated by FMC Operating Sites that is disposed through the following methods: Incineration (with Energy
Recovery), Recycled (including composting), and Other Beneficial Reuse. Other Beneficial Reuse includes waste that processed forfuel blending or cement mixing. Waste to beneficial reuse metrics are reported on a monthly basis with no exclusions.

Total Hazardous Waste to
Beneficial Reuse

45

Management's Criteria

The amount of hazardous waste generated by FMC Operating Sites that is disposed through the following methods: Incineration(with Energy Recovery), Recycled (including composting), and Other Beneficial Reuse. Other Beneficial Reuse includes waste thatprocessed for fuel blending or cement mixing. Waste to beneficial reuse metrics are reported on a monthly basis with no exclusions.

Total Non-Hazardous Waste to
Beneficial Reuse

45

Management's Criteria

The amount of non-hazardous waste generated by FMC Operating Sites that is disposed through the following methods: Incineration(with Energy Recovery), Recycled (including composting), and Other Beneficial Reuse. Other Beneficial Reuse includes waste thatprocessed for fuel blending or cement mixing. Waste to beneficial reuse metrics are reported on a monthly basis with no exclusions.

Hazardous Waste Definition: Material which contains or exhibits hazardous characteristics, consistent with regulatory requirementsin the location that the waste is generated.
The amount of non-hazardous waste generated by FMC Operating Sites, reported on a monthly basis with no exclusions.
Non-Hazardous Waste Definition: Waste that is not regulated as hazardous waste.

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SafetyMETRIC

PAGE(S)REPORTING CRITERIAMETHODOLOGY AND ASSUMPTIONS

Total Recordable Incident Rate (TRIR)4, 5, 49,
54

Management's Criteria

Total Recordable Incident Rate = (# of OSHA Recordable Incidents) X 200,000 / (Total # of Hours Worked), as based on OSHA
Recordkeeping Framework. OSHA recordable incidents refers to a work-related injury or illness with an FMC employee or FMC
supervised contractor, requiring treatment beyond first aid, based on US OSHA Recordkeeping Framework (Standard 1904).

Fatalities

49

Management's Criteria

Total number of work-related injury or illness that results in the death of an FMC employee or FMC supervised contractor, based on
US OSHA Recordkeeping Framework (Standard 1904).

PAGE(S)REPORTING CRITERIAMETHODOLOGY AND ASSUMPTIONSGRI 305-1

FMC calculated Scope 1 emissions includes emissions from FMC Operating Sites, Other Owned Sites, Fleet, and fugitives. There are
no exclusions from FMC's reporting boundary. Emissions factors used to quantify Scope 1 GHG emissions are from Department
for Energy Security and Net Zero, Department for Business Energy & Industrial Strategy (DEFRA 2022), US EPA 2022 and Danish
Energy Agency 2022. GHG emissions are reported in tonnes of CO2 equivalents. Global Warming Potential (GWP) are obtained fromIntergovernmental Panel on Climate Change (IPCC), Fourth Assessment Report (AR4), 2007.

GRI 305-1

Fleet source data is reported directly by the fleet management companies contracted by FMC. In regions where consolidated
fleet management companies are not contracted by FMC, source data is provided by FMC regional managers. FMC calculates
fleet related emissions following a hierarchy of fleet data availability. FMC calculates emissions using actual fuel consumption, andestimates fuel consumption if actual fuel consumed is unavailable, and applies emission factors from DEFRA 2022. Where actual
fuel and estimated fuel consumption is unavailable, then actual distance traveled and distance-based emission factors from DEFRA
2022 are used to calculate emissions. Where actual fuel consumed, estimated fuel consumed and actual distance traveled isunavailable, then contractual distance and distance-based emission factors from DEFRA 2022 are used to calculate emissions.

GRI 305-2

FMC's Scope 2 inventory includes indirect emissions from purchased electricity and steam at FMC sites, using invoice informationand substation meter readings, that is converted to CO2 equivalents (CO2e). There are no exclusions from FMC's reporting
boundary. Location based emission factors sources include IEA 2022, eGRID 2021, Canada National Inventory Report 2022,
Institute for Global Environmental Strategies 2021, Shanghai Ecology and Environment Bureau 2022, and Australia Government
Department of Climate Change, Energy, the Environment and Water - National Greenhouse Accounts (NGA) 2021.

GHG Emissions & Energy
METRIC

Scope 1 GHG Emissions

Scope 1 Fleet

Scope 2 GHG Emissions, Location Based43, 4444

43, 44

Scope 2 GHG Emissions, Market Based43, 44

GRI 305-2

FMC's Scope 2 inventory includes indirect emissions from purchased electricity and steam at FMC sites, using invoice informationand substation meter readings, that is converted to CO2 equivalents (CO2e). There are no exclusions from FMC's reporting boundary.
Residual mix emission factors were used to calculate market based emissions. Market based emission factor sources include AIB
European Residual Mixes 2021 and US EPA Green-e 2022. Where residual mix factors were not available and Energy AttributeCertificates were not applicable, the location based emission factor was applied.

Total Scope 3 GHG Emissions(including 1, 2, 3, 4, 5, 6, 7, 8, 9, 12)

43, 44,
46

GRI 305-3

Total Scope 3 GHG Emissions.

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METRIC

PAGE(S)REPORTING CRITERIAMETHODOLOGY AND ASSUMPTIONS

Scope 3 Category 1

44

GRI 305-3

FMC calculated emissions include four subcategories: Direct Chemicals, Packaging, Remediation Indirect Spending and Other
Indirect Spending. Emissions for purchased chemicals were calculated using a weight-based methodology and chemical-specificemission factors from ecoinvent v3.9 and Agrifootprint databases. Where chemical-specific emission factors were not available, anaverage emission factor for the procurement category grouping was applied. Emissions for purchased packaging, indirect spending
remediation and other indirect spending were calculated using a spend-based methodology with material-specific and industryspecific emission factors, obtained from the CEDA Global database. Activity data and spend data are managed in FMC's internalEnterprise Resource Planning (ERP) system.

Scope 3 Category 2

44

GRI 305-3

FMC used spend-based methodology for calculating emissions from capital goods based on GAAP expenditures, mulitplying
dollar spend from each capital goods expenditure category by industry specific emission factors from CEDA Global. Spend data is
obtained from external invoices and internally tracked.

Scope 3 Category 3

44

GRI 305-3

FMC used a fuel-based method for calculating emissions using fuel and electricity data from FMC's organizational boundary. Wellto-tank emission factors were obtained from the DEFRA 2022 Conversion Factors datasheet. Emission factors for transmission anddistribution-related electricity losses were obtained from the IEA emission factors database. For renewable energy not produced onsite, only emissions from grid losses were considered. Activity data is mostly provided internally from FMC Operating Sites, Other
Owned Sites, and FMC management. In some cases, fleet activity data is provided by third party fleet management providers.

Scope 3 Category 4

44

GRI 305-3

FMC calculated emissions using a spend-based methodology, multiplying logistics spending by industry-specific emission factors
for each of the five sub-categories of logistics spend (truck freight, ocean freight, air freight, rail freight and warehousing & storage)
obtained from the CEDA Global database. Spend data is obtained from external invoices and internally tracked.

GRI 305-3

FMC's waste-related emissions from third-party disposal and treatment of waste were calculated using an activity-based
methodology based on waste type, treatment type, and weight of waste disposed, with emission factors obtained from theecoinvent v3.9 database and average transport distances from the European Commission EeBGuide. Per GHG Protocol, waste
disposal types with beneficial outputs are assigned zero waste treatment emissions factor as emissions are accounted for by theuser of the beneficial output. Activity data is provided internally from FMC Operating Sites and Other Owned Sites.

GRI 305-3

FMC calculates Business Travel emissions in four sub-categories (air, rail, rental car, and hotel) based on an activity-based
consumption metric for each category. Air, rail and rental car emissions are based on actual distance travelled and hotel emissions
are based on number of hotel night stays per region. Emission factors were obtained from DEFRA 2022 Conversion Factors
database for calculation of emissions related to air, rail and rental car miles and hotel night stays. Where location-specific emission
factors for hotel night stays were not available, emission factors from the Greenview Hotel Footprinting Tool were applied. Activity
data is provided externally from third party providers.

GRI 305-3

FMC calculated employee commuting emissions using distance-based models, based on employee headcount and commuting
data, with different models for US and international locations. For the US, distance travelled and modes of transport per state
were estimated using National Household Travel Survey, mapping to the EPA's emissions factor hub. For the world model, distancetraveled and modes of transport is calculated using data from the Mobility in Cities Database and European Commission on
Transport Statistics for the World, mapping mode-specific emissions from DEFRA 2022. Headcount data and known enrollment
in FMC's flexible work program are used to estimate total commuting days. All employees are estimated to work 48 weeks per year.
Activity data is estimated using internal data.

Scope 3 Category 5

Scope 3 Category 6

Scope 3 Category 7

44

44

44

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METRIC

PAGE(S)REPORTING CRITERIAMETHODOLOGY AND ASSUMPTIONS

Scope 3 Category 8

44

GRI 305-3

FMC's leased offices and leased R&D facilities emissions were quantified using location type, square footage, and headcount. A
floor area-based emissions benchmark was used to calculate emissions for each site type matched to the closest category within
the benchmark data (University College of London Energy Institute, 2013). When floor-area information was unavailable, emissions
were estimated using headcount or average values.

Scope 3 Category 9

44

GRI 305-3

Emissions are calculated using an activity-based methodology, based on the total weight of distributor to end user shipments per
country, the assumed shipment method, and assumed shipment distance, with emissions factors obtained from the ecoinvent v3.9
database (region-specific where possible). Activity data is managed in FMC's internal ERP system.

Scope 3 Category 12

44

GRI 305-3

FMC's calculated emissions are divided into Active Ingredients (AI) and Packaging. End-of-life AI emissions are calculated byestimating the proportion of material that degrades into CO2 over time based on chemical properties and total production volume,
as measured by the Soil DT50 persistence end-point and using chemical properties sourced in publicly available regulatory reviews
or Pesticides Properties Database. Where chemical properties were unavailable, average emission factors (kgCO2e per kg AI)
from AI's with known chemical properties was applied. This is consistent with the carbon content method described by the World
Business Council for Sustainability Development (WBCSD). Packaging emissions are calculated using estimated packaging weightand region-specific waste treatment benchmarks to estimate the proportion of packaging recycled, incinerated and landfilled.
Pallets were assumed to be reused four times and all other packaging material was assumed to be single-use. Material-specificwaste treatment emission factors obtained from the DEFRA 2022 Conversion Factors database.

Total GHG Emissions, Market Based44

GRI 305-1, 305-2,
305-3

The sum total of Scope 1 GHG Emissions, Scope 2 GHG emissions (Market Based) and Scope 3 GHG emissions.

Total GHG Emissions, Location Based44

GRI 305-1, 305-2,
305-3

The sum total of Scope 1 GHG Emissions, Scope 2 GHG emissions (Location Based) and Scope 3 GHG emissions.

Scope 1 & 2 GHG Emissions Intensity,
Market Based43

GRI 305-4

Total Scope 1 GHG emissions and Scope 2 GHG emissions (Market Based) divided by Revenue in thousand USD.

GRI 302-1

Total energy use reported includes energy consumption from the direct combustion of fuels, purchased electricity and steam, andrenewable energy at FMC Operating Sites and Other Owned Sites. Fuel sources include briquettes, diesel oil, gasoline, natural gas,kerosene, propane, liquified petroleum gas and distillate fuel oil. Conversion factors are from DEFRA 2022, Danish Energy Agency
2022 and US EPA 2022.

Total Energy Use

43, 44

Total Renewable Energy Use

43, 44

GRI 302-1

Total renewable energy includes renewable electricity generated and consumed on-site, Energy Attribute Certificates (EACs), Power
Purchase Agreements (PPAs), Green Power Tariffs, and briquettes. Total renewable energy is inclusive of FMC's operating sites andother owned sites. FMC's renewable energy boundary has been revised in 2022 to include renewable energy from briquettes (biomasssource). FMC uses briquettes as a significant source of energy at one of its manufacturing plants in India. Briquettes are made from anagricultural by product (groundnut shells). Total renewable energy reported in previous years has been revised to be consistent with
2022 methodology. Conversion factors are from DEFRA 2022.

Energy Intensity

43

GRI 302-3

Total Energy Use in GJ divided by Revenue in thousand USD.

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Water
METRIC

PAGE(S)REPORTING CRITERIAMETHODOLOGY AND ASSUMPTIONS
Water withdrawals are measured across all FMC Operating Sites and reported monthly using invoice information and meter readings.

Water Withdrawals Total Volumes

High Risk Water Withdrawal
Total Volumes

Water Discharges Total Volumes

43, 45,46

43, 4543, 45

GRI 303-3-a-b, d*

GRI 303-3-a-b, d*

GRI 303-4-a*Water withdrawal sources applicable to FMC Operating Sites include: Surface water (including harvested rainwater), Groundwaterand Third-party water.

*FMC does not report on GRI Disclosure 303-3-c; therefore this information is not included in the limited assurance boundary. FMC
does not currently track and report this information at a global level. This information will be disclosed in future years as it becomes
available at a global level.
Water withdrawals are measured across all high risk water locations and reported monthly using invoice information and meterreadings. Water withdrawal sources from high risk locations include: Groundwater and Third-party water. High risk locations aredefined by the 2022 WRI Aqueduct Overall Water Risk Assessment.

*FMC does not report on GRI Disclosure 303-3-c; therefore this information is not included in the limited assurance boundary. FMC
does not currently track and report this information at a global level. This information will be disclosed in future years as it becomes
available at a global level.
Water discharges are measured at FMC Operating Sites representing >95% of FMC operational value and reported annually. For
sites that do not monitor water discharge, water discharge is estimated as a proportion of water withdrawals based on the average
ratio from reported sites. Water discharge by destination is not included within this report.
*GRI 303-4-a-i, -ii, -iii and -iv is not included in the limited assurance boundary. GRI 303-4-c-i and -ii is not included in the limited
assurance boundary. FMC does not report on GRI Disclosure 303-4-b and 303-4-d; therefore this information is not included in
the limited assurance boundary. FMC does not currently track and report this information at a global level. This information will be
disclosed in the future as it becomes available at a global level.

High risk water discharge is measured - High risk locations are defined by the 2022 WRI Aqueduct Overall Water Risk Assessment.
FMC does not report water discharge by category.

High Risk Water Discharges
Total Volumes

45

GRI 303-4-c**GRI 303-4-a-i, -ii, -iii and -iv is not included in the limited assurance boundary. GRI 303-4-c-i and -ii is not included in the limited
assurance boundary. FMC does not report on GRI Disclosure 303-4-b and 303-4-d; therefore this information is not included in
the limited assurance boundary. FMC does not currently track and report this information at a global level. This information will be
disclosed in the future as it becomes available at a global level.

Water Consumption Total Volume

43, 45

GRI 303-5

Water Consumption = Water Withdrawals - Water Discharges in alignment with CDP Water Security calculation methods.

High Risk Water Consumption
Total Volume

45

GRI 303-5

High risk locations are defined by the 2022 WRI Aqueduct Overall Water Risk Assessment.

F M C 2 0 22 S U S TA I N A B I L I T Y R E P O R T

Boundary Definitions
BOUNDARY DEFINITIONS - ENVIRONMENTAL SUSTAINABILITY METRICS

Organizational Boundary

The operational control approach is used to develop FMC’s GHG inventory for its base year (2021) and all subsequent years. FMC defines Operational Control as facilities,
equipment, products, personnel, and other FMC assets owned by FMC and/or whereby FMC has the authority, responsibility, or legal obligation pertaining to FMC businessand manufacturing operations. FMC Sites within our organizational boundary includes fully owned and partially owned buildings, properties, and associated assets. The
organizational boundary definition is also applicable to energy, waste and water within this report. Of the seven GHGs covered by the GHG Protocol (CO2, CH4, N2O, HFCs,
PFCs, SF6, and NF3), four (CO2, CH4, N2O, and HFCs) are currently applicable to our operations. All GHG emissions are reported in CO2 equivalents. There are no exclusions
from our organizational boundary. The 2022 GHG emissions includes activities from the BioPhero acquisition in July 2022. FMC has established 2021 as the base year due
to significant updates in emissions accounting and boundary expansion, including the implementation of SAP S/4 HANA enterprise tool to accurately and comprehensively
capture all FMC spend and financial data for Scope 3 calculations.

Operating Sites

Includes FMC manufacturing sites and the Research & Development (R&D) facility Stine.

Other Owned Sites

FMC Owned Sites that are non-manufacturing sites including R&D Facilities (not including Stine) and Remediation Sites.

Fleet

Includes vehicles that are owned or leased by FMC. FMC reports fuel consumption for business operations. Vehicle use for personal travel is excluded from FMC's
reporting boundary.

Scope 3 GHG Boundary

Includes all upstream and downstream financial and business activities that are outside of FMC's operational control, but essential to FMC's business. This includes all FMC
Leased Sites and FMC environmental liabilities where FMC does not own the property.

Base Year Restatement

FMC uses a significance threshold of 5% for Scope 1 & 2 base year emissions restatement and separately, FMC uses a significance a threshold of 5% for Scope 3 base year
emissions restatement. The 5% significance threshold applies to adjustments resulting from structural changes and methodology changes. Should an acquisition occur,
FMC allows for a 12- to 24-month integration period for the acquired entity's GHG emissions to be incorporated into FMC's GHG Inventory, depending on the complexityof the acquisition and business activities.

Sustainability Disclosures

Management is responsible for the collection, quantification, and presentation of sustainability disclosures and for the selection of the criteria, which provides an objective
basis for measuring and reporting on sustainability disclosures. Measurement of certain disclosures includes estimates and assumptions that are subject to inherent
measurement uncertainty resulting for example from accuracy and precision of conversion and other factors. The selection by management of different but acceptablemeasurement methods, input data, or assumptions may have resulted in variability in the amounts or metrics being reported.

69

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ESG APPENDIX–GOVERNANCE
UNITED NATIONS GLOBAL COMPACTWE SUPPORTFMC became a signatory to the UN Global Compact (UNGC) in 2015. FMC will complete our eighth annual Communication on Progress on the new digital UNGC platform.
More information on our initiatives to support the UNGC principles can be found below and on FMC.com/sustainability.
TOPIC
Human Rights

Labor

Environment

Anti Corruption

PRINCIPLE

INITIATIVES

Principle 1: Businesses should support and respect the protection of internationally proclaimed human rights.

••

Human Rights Supply Chain Training
Supplier Screening Process

Principle 2: Make sure that businesses are not complicit in human rights abuses.

•

Sexual Harassment Prevention Campaign

Principle 3: Businesses should uphold the freedom of association and the effective recognition of the right to collective bargaining.

•Collective bargaining agreements

Principle 4: The elimination of all forms of forced and compulsory labor.

•

Supplier Screenings

Principle 5: The effective abolition of child labor.

•

Supplier Screenings

Principle 6: The elimination of discrimination in respect of employment and occupation.

•
•
•
•

FMC Employee Resource Groups
DEI Goals
Regional Inclusion Councils
D&I Training for Leadership

Principle 7: Businesses should support a precautionary approach to environmental challenges.

•••

Environmental risk assessment for agricultural products
Sustainability Assessment Tool for R&D Product Pipeline
Adherence to strict regulatory frameworks

Principle 8: Undertake initiatives to promote greater environmental responsibility.

•••

Responsible Care
2035 Net-Zero, Water, and Waste Goals
Product Stewardship Programs

Principle 9: Encourage the development and diffusion of environmentally friendly technologies.

•
•
•
•
•

Sustainability Assessment Tool for R&D Product Pipeline
Precision Agriculture and Arc Farm Intelligence
Plant health and biologics products
Evalio AgroSystems
Seed Treatment Products

Principle 10: Businesses should work against corruption in all its forms, including extortion and bribery.

•
•
•
•

Ethics Training Courses
FCPA Compliance Standard Practices and Audits
Training of FMC organizations and FMC key third parties
Anti-trust compliance campaign for FMC employees

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F M C 2 0 22 S U S TA I N A B I L I T Y R E P O R T

ESG APPENDIX–REPORTING STANDARDS
2022 GRI INDEXSTATEMENT OF USEFMC Corporation has reported in accordance with the GRI Standards for the period January 1, 2022 - December 31, 2022.

GRI UNIVERSAL STANDARDSGRI 1: Foundation 2021

APPLICABLE GRI SECTOR STANDARD(S)No applicable GRI Sector Standards at this time.

General Disclosures
GRI 2: General Disclosures 2021
DISCLOSURE

LOCATION

2-1 Organizational details

pg. 1-4

2-2 Entities included in the organization’ssustainability reporting

pg. 3

2-3 Reporting period, frequency and contact point

2022, pg. 3

2-4 Restatements of information

pg. 442-5 External assurance

pg. 38

2-6 Activities, value chain and other business
relationships

pg. 3

2-7 Employees

pg. 52-53, 2022 FMC
Form 10-K pg. 11

2-8 Workers who are not employees

pg. 3, pg. 52, 2022 FMC
Form 10-K pg. 11

2-9 Governance structure and compositionpg. 57-59

2-10 Nomination and selection of the highest
governance body

FMC Proxy pg. 23

REQUIREMENT(S) OMITTEDREASONEXPLANATION

72

F M C 2 0 22 S U S TA I N A B I L I T Y R E P O R T
DISCLOSURE

LOCATION

2-11 Chair of the highest governance body

FMC Proxy pg. 18

2-12 Role of the highest governance body inoverseeing the management of impacts

FMC Proxy pg. 23

2-13 Delegation of responsibility for managing
impacts

FMC Proxy pg. 23

2-14 Role of the highest governance body insustainability reporting

FMC Proxy pg. 25

2-15 Conflicts of interest

FMC Code of Ethics
and Business Conduct

2-16 Communication of critical concerns

FMC Code of Ethics
and Business Conduct

2-17 Collective knowledge of the highest
governance body

FMC Proxy pg. 17

2-18 Evaluation of the performance of the highest
governance body

FMC Proxy pg. 7, pg. 29

2-19 Remuneration policies

FMC Proxy pg. 25

2-20 Process to determine remuneration

FMC Proxy pg. 25,
pg. 34-65

2-21 Annual total compensation ratio

FMC Proxy pg. 61

2-22 Statement on sustainable development
strategy

pg. 2

2-23 Policy commitments

pg. 1-4

2-24 Embedding policy commitments

pg. 61, pg. 70

2-25 Processes to remediate negative impacts

pg. 582-26 Mechanisms for seeking advice and raisingconcerns

pg. 592-27 Compliance with laws and regulations

FMC Code of Ethics
and Business Conduct

2-28 Membership associations

FMC.com/sustainability

2-29 Approach to stakeholder engagement

pg. 582-30 Collective bargaining agreements

2022 Form 10-K pg. 11

REQUIREMENT(S) OMITTEDREASONEXPLANATION

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F M C 2 0 22 S U S TA I N A B I L I T Y R E P O R T

Material topics
GRI 3: Material Topics 2021
DISCLOSURE

LOCATION

3-1 Process to determine material topics

pg. 623-2 List of material topics

pg. 623-3 Management of material topics

FMC Sustainability
ReportREQUIREMENT(S) OMITTEDREASONEXPLANATIONREQUIREMENT(S) OMITTEDREASONEXPLANATIONGRI 205: Anti-corruption 2016
DISCLOSURE

LOCATION

205-1 Operations assessed for risks related tocorruption

pg. 40, pg. 44

205-2 Communication and training about anticorruption policies and procedurespg. 40, pg. 44

205-3 Confirmed incidents of corruption andactions taken

Confidentiality constraints

GRI 206: Anti-competitive Behavior 2016
DISCLOSURE

LOCATION

206-1 Legal actions for anti-competitive behavior,anti-trust, and monopoly practices

FMC Code of Ethics
and Business Conduct

REQUIREMENT(S) OMITTEDREASONEXPLANATION

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F M C 2 0 22 S U S TA I N A B I L I T Y R E P O R T

GRI 207: Tax 2019DISCLOSURE

LOCATION

207-1 Approach to tax

Corporate Tax Policy
Statement

207-2 Tax governance, control, and risk
management

Corporate Tax Policy
Statement

207-3 Stakeholder engagement and managementof concerns related to tax

Corporate Tax Policy
Statement

207-4 Country-by-country reporting

REQUIREMENT(S) OMITTEDREASON

Confidentiality constraints

EXPLANATION

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F M C 2 0 22 S U S TA I N A B I L I T Y R E P O R T

GRI 302: Energy 2016
DISCLOSURE

LOCATION

302-1 Energy consumption within the organization

pg. 43-44, pg. 67

REQUIREMENT(S) OMITTEDREASONEXPLANATION

Information unavailable/incomplete

FMC does not currently track and report thisinformation at a global level

REQUIREMENT(S) OMITTEDREASONEXPLANATION

302-2 Energy consumption outside of theorganization
302-3 Energy intensity

pg. 43, pg. 67

302-4 Reduction of energy consumption

pg. 9, pg. 43

302-5 Reductions in energy requirements ofproducts and services

pg. 8-13

GRI 303: Water and Effluents 2018DISCLOSURE

LOCATION

303-1 Interactions with water as a shared resource

pg. 8-13, pg. 43,
pg. 45-48, pg. 68

303-1 Interactions with water as a shared resource

pg. 47-48, pg. 68

303-3 Water withdrawal

pg. 43, pg. 45, pg. 68

303-3-c

Information unavailable/incomplete

FMC does not currently track and report thisinformation at a global level303-4 Water discharge

pg. 43, pg. 45, pg. 48,
pg. 68303-4-b; 303-4-d;
303-4-a-i, ii, iii, iv; 303-4-c-i, ii

Information unavailable/incomplete

FMC is in the process of collecting this data andwill disclose water discharge by category in ourannual CDP Water Security report303-5 Water consumption

pg. 43, pg. 45, pg. 68

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GRI 304: Biodiversity 2016
DISCLOSURE

LOCATION

304-1 Operational sites owned, leased, managed
in, or adjacent to, protected areas and areas of highbiodiversity value outside protected areas
304-2 Significant impacts of activities, products
and services on biodiversity

pg. 15-19, pg. 48

304-3 Habitats protected or restored

pg. 36, pg. 48

304-4 IUCN Red List species and national
conservation list species with habitats in areas
affected by operations

REQUIREMENT(S) OMITTEDREASONEXPLANATION

Information unavailable/incomplete

FMC is currently evaluating the best method
to identify areas of high biodiversity value andanticipates reporting on our proximity in thenext 2 years. FMC continues to support thedevelopment of TNFD.

Information unavailable/incomplete

FMC is currently evaluating methodology
for response.

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GRI 305: Emissions 2016
DISCLOSURE

LOCATION

305-1 Direct (Scope 1) GHG emissions

pg. 43-44, pg. 65-67,
pg. 69305-2 Energy indirect (Scope 2) GHG emissions

pg. 43-44, pg. 65-67,
pg. 69305-3 Other indirect (Scope 3) GHG emissions

pg. 43-44, pg. 65-67,
pg. 69305-4 GHG emissions intensity

pg. 43-44, pg. 65-67,
pg. 69305-5 Reduction of GHG emissions

pg. 4, pg 9-10, pg. 43,
pg. 46305-6 Emissions of ozone-depleting substances(ODS)
305-7 Nitrogen oxides (NOx), sulfur oxides (SOx),
and other significant air emissions

pg. 44REQUIREMENT(S) OMITTEDREASONEXPLANATION

Information unavailable/incomplete

This information is not reported at this time78

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GRI 306: Waste 2020
DISCLOSURE

LOCATION

306-1 Waste generation and significant wasterelated impacts

pg. 4, pg. 10-11,
pg. 45-48

306-2 Management of significant waste-related
impactspg. 10-11

306-3 Waste generated

pg. 43, pg. 45

306-4 Waste diverted from disposalpg. 43, pg. 45

306-5 Waste directed to disposalpg. 45-46

REQUIREMENT(S) OMITTEDREASONEXPLANATIONREQUIREMENT(S) OMITTEDREASONEXPLANATIONGRI 308: Supplier Environmental Assessment 2016
DISCLOSURE

LOCATION

308-1 New suppliers that were screened using
environmental criteria

FMC Supplier Code of
Conduct, Sustainable
Sourcing Policy

308-2 Negative environmental impacts in the
supply chain and actions taken

pg. 14-20

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F M C 2 0 22 S U S TA I N A B I L I T Y R E P O R T

GRI 401: Employment 2016
DISCLOSURE

LOCATION

401-1 New employee hires and employee turnoverpg. 52-53

401-2 Benefits provided to full-time employeesthat are not provided to temporary or part-time
employees

FMC.com/careers/
benefits

401-3 Parental leave

FMC.com/careers/
benefits

REQUIREMENT(S) OMITTEDREASONEXPLANATION

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F M C 2 0 22 S U S TA I N A B I L I T Y R E P O R T

GRI 403: Occupational Health and Safety 2018DISCLOSURE

LOCATION

403-1 Occupational health and safety management
systempg. 4-6, pg. 49-51,
FMC's EHS Policy

403-2 Hazard identification, risk assessment, andincident investigation

pg. 4-6, pg. 49-51,
FMC's EHS Policy

REQUIREMENT(S) OMITTED

pg. 4-6, pg. 49-51,
FMC's EHS Policy

403-5 Worker training on occupational health andsafetypg. 4-6, pg. 49-51,
FMC's EHS Policy

403-6 Promotion of worker healthpg. 4-6, pg. 49-51,
FMC's EHS Policy

403-7 Prevention and mitigation of occupational
health and safety impacts directly linked by business
relationships

pg. 4-6, pg. 49-51,
FMC's EHS Policy

403-8 Workers covered by an occupational healthand safety management system

pg. 4-6, pg. 49-51,
FMC's EHS Policy

403-9 Work-related injuries

pg. 4-6, pg. 49-51,
FMC's EHS Policy

403-10 Work-related ill healthpg. 4-6, pg. 49-51,
FMC's EHS Policy

EXPLANATION
Additionally, in 2022, 45% of FMC operationalsites were ISO 14001 certified.

403-3 Occupational health services
403-4 Worker participation, consultation, andcommunication on occupational health and safety

REASON

Information unavailable/incomplete

This information is not reported at this time

REASONEXPLANATIONGRI 404: Training and Education 2016
DISCLOSURE

LOCATION

404-1 Average hours of training per year per
employeepg. 56, pg. 59

404-2 Programs for upgrading employee skills andtransition assistance programs

pg. 34-35, pg. 56

404-3 Percentage of employees receiving regularperformance and career development reviews

pg. 34-35, pg. 56

REQUIREMENT(S) OMITTEDAll FMC full-time employees receive annual
performance reviews

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F M C 2 0 22 S U S TA I N A B I L I T Y R E P O R T

GRI 405: Diversity and Equal Opportunity 2016
DISCLOSURE

LOCATION

405-1 Diversity of governance bodies andemployees

pg. 4, pg. 32-35,
pg. 52-53, DEI Site

405-2 Ratio of basic salary and remuneration of
women to men

REQUIREMENT(S) OMITTEDREASONEXPLANATION

Ratio of basic salary andremuneration of women to men

Confidentiality constraints

REQUIREMENT(S) OMITTEDREASONEXPLANATIONREQUIREMENT(S) OMITTEDREASONEXPLANATIONREQUIREMENT(S) OMITTEDREASONEXPLANATIONGRI 406: Non-discrimination 2016
DISCLOSURE

LOCATION

406-1 Incidents of discrimination and corrective
actions taken

pg. 59

GRI 408: Child Labor 2016
DISCLOSURE

LOCATION

408-1 Operations and suppliers at significant risk
for incidents of child laborpg. 55

GRI 409: Forced or Compulsory Labor 2016
DISCLOSURE

LOCATION

409-1 Operations and suppliers at significant risk
for incidents of forced or compulsory laborpg. 55

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F M C 2 0 22 S U S TA I N A B I L I T Y R E P O R T

GRI 413: Local Communities 2016
DISCLOSURE

LOCATION

413-1 Operations with local community
engagement, impact assessments, anddevelopment programs

pg. 23-37, pg. 43

413-2 Operations with significant actual andpotential negative impacts on local communities

pg. 23-37, pg. 43

REQUIREMENT(S) OMITTEDREASONEXPLANATIONREQUIREMENT(S) OMITTEDREASONEXPLANATIONREQUIREMENT(S) OMITTEDREASONEXPLANATIONREQUIREMENT(S) OMITTEDREASONEXPLANATIONGRI 414: Supplier Social Assessment 2016
DISCLOSURE

LOCATION

414-1 New suppliers that were screened usingsocial criteria

pg. 55, FMC Supplier
Code of Conduct414-2 Negative social impacts in the supply chain
and actions taken

pg. 55, FMC Supplier
Code of Conduct

GRI 415: Public Policy 2016
DISCLOSURE

LOCATION

415-1 Political contributions

FMC PoliticalContributions
Reporting

GRI 416: Customer Health and Safety 2016
DISCLOSURE

LOCATION

416-1 Assessment of the health and safety
impacts of product and service categories

pg. 21-24

416-2 Incidents of non-compliance concerning thehealth and safety impacts of products and services

pg. 21-24

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F M C 2 0 22 S U S TA I N A B I L I T Y R E P O R T

ESG APPENDIX–REPORTING STANDARDSSASB METRICS

TOPICGreenhouse Gas
emissions

ACCOUNTING METRICCATEGORY

UNIT OF MEASURE

CODE

FMC ALIGNMENT

Gross global Scope 2 emissions, percentage covered under emissionlimiting regulations

Quantitative

Metric tons (t) CO2-e,
Percentage (%)

RT-CH-110a.1

pg. 43

Discussion of long term and short term strategy or plan to manage
Scope 1 emissions, emissions reduction targets and an analysis ofperformance against those targets

Discussion
and Analysisn/aRT-CH-110a.2

pg. 8-13

Quantitative

Metric tons(t)RT-CH-120a.1

pg. 45

Quantitative

Gigajoules(GJ),
Percentage(%)

RT-CH-130a.1

pg. 44

QuantitativeThousand cubic meters(m³), Percentage(%)

RT-CH-140a.1

pg. 44

Number of incidents of non-compliance associated with water quality
permits, standards and regulations

Quantitative

Number

RT-CH-140a.2

pg. 49Description of water management risks and discussion of strategies
and practices to mitigate those risks

Discussion
and Analysisn/aRT-CH-140a.3

pg. 8-13

Air emissions of the following pollutants:(1) NOx (excluding N2O)
Air Quality(2) SOx(3) Volatile Organic Compounds (VOCs)(4) Hazardous Air Pollutants (HAPs)(1) Total energy consumed

Energy(2) Percentage grid electricity(3) Percentage renewable(4) Total self-generated energy(1) Total water withdrawn

Water Management(2) Total water consumed, percentage of each in regions with High orExtremely High Baseline Water Stress84

F M C 2 0 22 S U S TA I N A B I L I T Y R E P O R TTOPICACCOUNTING METRICCATEGORY

UNIT OF MEASURE

CODE

FMC ALIGNMENT

Hazardous Waste
Management

Amount of hazardous waste generated, percentage recycled

Quantitative

Metric tons (t),Percentage (%)

RT-CH-150a.1

pg. 45

Community Relations

Discussion of engagement processes to manage risks andopportunities associated with community interests

Discussion
and Analysisn/aRT-CH-210a.1

pg. 26-38

Quantitative

Rate

RT-CH-320a.1

pg. 49Description of efforts to assess, monitor and reduce exposure of
employees and contract workers to long-term (chronic) health risks

Discussion
and Analysisn/aRT-CH-320a.2

pg. 49-51

Revenue from products designed for use-phase resource efficiency

Quantitative

Reporting currency

RT-CH-410a.1

pg.54 Percent of spend on the development ofsustainably advantaged products(1) Total Recordable Incident Rate (TRIR)
Workforce Healthand Safety
Product Design for
Use-phase Efficiency(2) Fatality Rate for (a) direct employees and (b) contract employees(1) Percentage of products that contain Globally Harmonized Systemof Classification and Labeling of Chemicals (GHS) Category 1 and 2
Health and Environmental Hazardous Substances
Quantitative
Safety andEnvironmental
Stewardship ofChemicals

Percentage (%)
by revenue,
Percentage (%)

RT-CH-410b.1

FMC has a robust Safety Data Sheets (SDS)
authoring process in place based upon
the product composition, hazard profile offormulation components and product-level
test data. Each product is classified for physical,
human health, and environmental hazards
following the guidance and criteria of GHS forthe relevant country/countries of interest. As
appropriate, the classification of our products
is mainly based on product-level test data whenavailable. Following GHS criteria, the classification
for some hazard endpoints will be impacted bycertain substance-level data only if present in the
product above GHS threshold concentrations.

(2) Percentage of such products that have undergone a hazard
assessment

Due to the acquisition of products from various
companies, the product-level and substancelevel data used in the development of our SDSs
is not available in a single system. Therefore, thisdata cannot be compiled at this time. However,a new authoring system encompassing all of thisdata is currently being implemented.

Discussion of strategy to (1) manage chemicals of concern and(2) develop alternatives with reduced human and/or environmental
impact2022 10-K pg. 13. FMC is continuing to phase out
Highly Hazardous Pesticides ("HHPs") from our
product portfolio. In 2022, HHPs accounted forapproximately 0.2 percent of our total sales. This
reduction of HHPs in our portfolio can be attributed
to our internal processes which include continuous
evaluation, close monitoring and subsequent
phase out along with strong stewardship actions.

Discussion
and Analysisn/aRT-CH-410b.2

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F M C 2 0 22 S U S TA I N A B I L I T Y R E P O R TTOPICACCOUNTING METRICCATEGORY

UNIT OF MEASURE

CODE

FMC ALIGNMENT

Genetically Modified
Organisms

Percentage of products by revenue that contain genetically modified
organisms (GMOs)

Quantitative

Percentage (%)
by revenue

RT-CH-410c.1

Not RelevantManagement of theLegal & Regulatory
Environment

Discussion of corporate positions related to government regulations
and/or policy proposals that address environmental and social factors
affecting the industry

Discussion
and Analysisn/aRT-CH-530a.1

pg. 2

Operational
Safety, Emergency
Preparedness &Response

Process Safety Incidents Count(PSIC),Process Safety Total IncidentRate(PSTIR),and Process Safety Incident Severity Rate (PSISR)4

Quantitative

Number, Rate

RT-CH-540a.1

pg. 49Number of transport incidents

Quantitative

Number

RT-CH-540a.2

n/aProduction

Production by reportable segment

Quantitative

Cubic meters (m³) and/or metric tons(t)RT-CH-000.A

This information is reported in our CDP
Climate report

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F M C 2 0 22 S U S TA I N A B I L I T Y R E P O R T

ESG APPENDIX–REPORTING STANDARDSTCFD DISCLOSURESFMC TCFD Disclosures
The Task Force on Climate Related Financial Disclosures (TCFD) developed a framework to help companies more effectively disclose climate-related risks and opportunities.
FMC is a supporter the recommendations on TCFD. In an effort to address these recommendations, FMC is providing a summary of our actions as they pertain to the four
categories: Governance, Strategy, Risk Management and Metrics and Targets.

GOVERNANCE

RECOMMENDATIONFMC DESCRIPTIONSOURCEa. Describe the board’s oversight ofclimate-related risks and opportunities.

FMC's Board of Director's Sustainability Committee is tasked with overseeing and evaluating
the effectiveness of FMC's sustainability strategy to ensure it continues to create value
and deliver real impact for the company and society. The Committee reviews and provides
guidance to management on FMC's sustainability initiatives including those relating to its
environmental and social impact, climate change, community engagement and diversity
and inclusion. The Committee meets four times per year.

Proxyb. Describe management’s role inassessing and managing climaterelated risks and opportunities.

The Executive Sustainability Council meets four times a year to review progress on
goals, new initiatives, commitments and challenges and is actively involved in thereview of climate-related risks and opportunities. It recommends actions, as necessary,to ensure continuous performance improvement and alignment with constituent
expectations (both internal and external).

pg. 59In addition, the office of the CSO was formed in November of 2020 to bring greater focus
and direction to our sustainability efforts around the world, driving meaningful change
across the company and supporting global initiatives to address some of the world's
most urgent challenges. The office of the CSO consists of five key functions: Corporate
Sustainability, DEI, Product Stewardship, Government and Industry Affairs and Sustainability
Communications, Engagement and Philanthropy.

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F M C 2 0 22 S U S TA I N A B I L I T Y R E P O R T

STRATEGYRECOMMENDATIONFMC DESCRIPTIONSOURCEa. Describe the climate-related risks andopportunities the organization has
identified over the short, medium andlong-term.

Climate change may impact markets in which we sell our products, where, for example, aprolonged drought may result in decreased demand for our products. The more gradualeffects of persistent temperature change in geographies with significant agriculturallands may result in changes in lands suitable for agriculture or changes in the mix of crops
suitable for cultivation and the pests that may be present in such geographies. For example,
prolonged increase in average temperature may make northern lands suitable for growing
crops not grown historically in such climes, leading farmers to shift from crops such as
wheat to soybean and may result in new or different weed, plant disease or insect pressureson such crops — such changes would impact the mix of pesticide products farmers wouldpurchase, which may be adverse for us, depending on the local market and our product mix.
Additionally, changes in the governmental regulation of greenhouse gases, depending on
their nature and scope, could subject our manufacturing operations to significant additionalcosts or limits on operations.

10-K pg. 13, 39

Our markets are affected by climatic conditions, which could adversely impact crop pricing
and pest infestations. For example, drought may reduce the need for fungicides, which
could result in fewer sales and greater unsold inventories in the market, whereas excessive
rain could lead to increased plant disease or weed growth requiring growers to purchaseand use more pesticides. Drought and/or increased temperatures may change insect pestpressures, requiring growers to use more, less or different insecticides. Natural disasters canimpact production at our facilities in various parts of the world. The nature of these events
makes them difficult to predict.
b. Describe the impact of climaterelated risks and opportunities on theorganization’s businesses, strategy
and financial planning.

In our product portfolio, we see market opportunities for our products to address
climate change and its impacts. For example, FMC’s agricultural solutions can help
customers increase yield, energy and water efficiency and decrease greenhouse gas
emissions. Our solutions can also help growers adapt to more unpredictable growing
conditions and the effects these types of threats have on crops. FMC has committed
to invest 100 percent of our research and development pipeline budget to developing
sustainable products and solutions for future use.

10-K pg. 13, 39

c. Describe the resilience of theorganization’s strategy, taking into
consideration different climaterelated scenarios, including a 2°C or
lower scenario.

To respond to the uncertainty and better understand our risks and opportunities as they
relate to climate change, FMC has conducted climate related scenario analyses consistent
with the recommendations provided by the Taskforce for Climate-Related Financial
Disclosures ("TCFD"). As part of the TCFD scenario analysis, FMC has evaluated thepotential physical risks at operation sites, leveraging scenarios published by the International
Energy Agency (IEA) and the United Nations’ Intergovernmental Panel on Climate Change(IPCC). Results of this analysis help determine where strategic capital could be deployed toaddress physical risks related to climate change. Additionally, FMC has conducted a TCFD
scenario analysis to understand transition risks and opportunities across a range of time
horizons and warming scenarios, including a scenario under 2 degrees Celsius. Both physicaland transition risks and opportunities are communicated across the business and amongst
senior leadership, where they are included in 10-K risk disclosures, the enterprise risk
management process and long-term business strategy planning.

10-K pg. 39

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F M C 2 0 22 S U S TA I N A B I L I T Y R E P O R T

RISK MANAGEMENTRECOMMENDATIONFMC DESCRIPTIONSOURCEa. Describe the organization’s processes
for identifying and assessing climaterelated risks.

FMC recognizes the potential adverse impacts of climate change on its global operations,
including physical damage to property and equipment, disruptions to the supply chain, and isusing the recommendations of TCFD and scenario analysis, including RCP8.5, to evaluate andaddress these risks. FMC has conducted scenario analyses for both physical and transition
risks and opportunities in order to identify and assess climate-related risks across the value
chain. In addition, the Corporate Sustainability Group conducts a materiality assessment
every two years that quantitatively and qualitatively analyses material issues, conducting asurvey asking internal and external stakeholders to rank environmental sustainability issues
based on each issue’s perceived impact on and importance to FMC. The 2022 survey had
respondents from multiple b, representing non-government organizations, customers,
suppliers, foundations, trade associations and employees. The outcomes of the 2022 survey
were reported to FMC’s executive leadership team, Sustainability Steering Committee, Board
Sustainability Team and on our sustainability website.

10-K pg. 39, CDP C2b. Describe the organization’s processes
for managing climate-related risks.

Climate-related risks will be managed as part of our enterprise risk management program.
FMC has a robust governance structure in order to manage climate-related risks, which iscommunicated across multiple levels of leadership, including the Sustainability Committeeof the Board of Directors. In addition, climate related-risks and opportunities, as identified
during our TCFD scenario analysis for multiple risk types (regulation, technology, legal,
market, acute physical, chronic physical), are integrated into our long-term businessstrategy and planning as communicated to investors.

10-K pg. 39, CDP C2

c. Describe how processes for identifying,assessing, and managing climaterelated risks are integrated into theorganization’s overall risk management.

FMC will actively manage climate risks and incorporate them in our decision making as
indicated in our responses to the CDP Climate Change and Water Security Modules, which
are published annually in late July. FMC will also use recommendations outlined in the TCFD
to evaluate potential risks and opportunities and incorporate these into our overall strategy
and risk management. Disclosures related to climate-related risks are shared in the 10-K
and annual sustainability report.

10-K pg. 39, CDP C2

In addition, FMC’s Risk, Control and Audit Group (RC&A), who leads the company’s
Enterprise Risk Management (ERM) process, conducts a company-wide enterprise risk
assessment to report on FMC’s exposure to risk factors as generally disclosed in our 10-K.
The assessment process includes engaging with business functions globally on issues
including risks/opportunities associated with climate change. Assessment findings arereported to the Risk Council and FMC’s executive leadership four times a year and Board of
Directors annually. Quarterly, RC&A group meetings review key risks with the Risk Council,
which is composed of the Chairman of the Board of Directors, CEO, CFO, General Counsel
and Chief Compliance Officer, President/Chief Operating Officer, and Head of Risk, Control
and Audit. FMC’s Risk Council is responsible for ensuring good risk governance, defining
strategic risks through impact and likelihood assessments and monitoring risk assessment
processes in strategic planning, business/capital planning and M&A. Separately, on an asset
level, RC&A conducts an annual risk assessment for our manufacturing sites and physicalassets for impact of climate change, among other topics, on our operations, including areview process for potential natural catastrophes.

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F M C 2 0 22 S U S TA I N A B I L I T Y R E P O R T

METRICS AND TARGETS

RECOMMENDATIONFMC DESCRIPTIONSOURCEa. Disclose the metrics used by theorganization to assess climate-relatedrisks and opportunities in line with its
strategy and risk management process.

One of the largest potential climate impacts to FMC is associated with greenhouse gas
emissions, both in our operational sites and across the value chain. In order to mitigate
these risks, FMC has established aggressive Net-Zero goals by 2035 that have been
approved by SBTi. In addition, FMC has established SBTi-approved near-term targets fora 42% absolute reduction in Scopes 1 and 2 and 25% absolute reduction in Scope 3 by 2030.

pg. 8-11

In addition, as it pertains to FMC products, we utilize our award-winning Sustainability
Assessment Tool to determine the sustainability of new active ingredients and formulated
products in the research and development pipeline. This assessment, along with otherstewardship processes and tools, ensures the introduction and use of environmentally
sustainable agricultural solutions.
b. Disclose Scope 1, Scope 2 and, if
appropriate, Scope 3 greenhouse gas(GHG) emissions and the related risks.

FMC discloses our Scopes 1, 2 and 3 GHG emissions in our annual sustainability report.

pg. 44c. D
 escribe the targets used by theorganization to manage climaterelated risks and opportunities andperformance against targets.

FMC has an aggressive Net-Zero by 2035 GHG emissions goal, which has been approved
by SBTi. In addition, FMC has SBTi-approved near term targets for 42% absolute reductionof Scopes 1 and 2 and 25% reduction of Scope 3. Our SBTi-approved targets serve as thefoundation to manage climate-related risks and opportunities, and help drive long-termbusiness strategy, including our net-zero roadmap, as well as within our capital deployment
process. Recognizing the importance of managing climate-related risks and opportunities,
FMC is establishing a climate transition plan in order to guide long-term business strategy inalignment with our Net-Zero goals.

pg. 47