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Standard Disclosures
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Page or Information Link
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1. Strategy and Analysis
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1.1 CEO's statement
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2011 Sustainability Report pp. 2-3
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1.2 Key impacts, risks and opportunities
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2011 Sustainability Report pp. 4-5;
2011 Annual Report pp. 13-14
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2. Organizational Profile
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2.1 Name of the organization.
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FMC Corporation
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2.2 Primary brands, products, and/or services.
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2011 Sustainability Report pp. 1, 3;
2011 Annual Report pp. 13-14
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2.3 Operational structure of the organization.
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2011 Sustainability Report pp. 1, 3;
2011 Annual Report pp. 1-10
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2.4 Location of organization’s headquarters
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Philadelphia PA, USA
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2.5 Number of countries where the organization operates, and names of countries with either major operations or that are specifically relevant to the sustainability issues covered in the report.
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2011 Sustainability Report pp. 1, 3;
2011 Annual Report pp. 1-10
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2.6 Nature of ownership and legal form.
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2011 Annual Report p. 1
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2.7 Markets served (including geographic breakdown, sectors served, and types of customers/beneficiaries).
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2011 Sustainability Report pp. 1, 3;
2011 Annual Report pp. 1-10
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2.8 Scale of the reporting organization.
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2011 Annual Report pp. 1-10
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2.9 Significant changes during the reporting period.
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2011 Annual Report pp. 1-10
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2.10 Awards received in the reporting period.
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2011 Sustainability Report p. 44
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3. Report Parameters
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3.1–3.3 Reporting parameters.
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2011 Sustainability Report pp. 48-49
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3.4 Contact point.
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2011 Sustainability Report pp. 48-49
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3.5 Process for defining report content.
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2011 Sustainability Report pp. 48-49
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3.6 Boundary of the report.
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2011 Sustainability Report pp. 48-49
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3.7 Limitations on the scope or boundary of the report.
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2011 Sustainability Report pp. 48-49
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3.8 Basis for reporting on joint ventures, subsidiaries, leased facilities, outsourced operations, and other entities that can significantly affect comparability from period to period and/or between organizations.
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2011 Sustainability Report pp. 48-49
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3.9 Data measurement techniques and the bases of calculations.
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2011 Sustainability Report pp. 48-49
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3.12 Standard report disclosures.
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2011 Sustainability Report pp. 50-53
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3.13 External assurance policy and practice.
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We are not seeking external assurance of our Sustainability Report at this time, but plan to do so in the future.
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4. Governance, Commitments, And Engagement
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4.1 Governance structure of the organization.
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FMC .com: Committee Composition (http://phx.corporate-ir.net/phoenix.zhtml?c=117919&p=irol-govcommcomp)
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4.2 Indicate whether the Chair of the highest governance body is also an executive officer.
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FMC.com: Leadership Team (http://phx.corporate-ir.net/phoenix.zhtml?c=117919&p=irol-govmanage)
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4.3 Number of members of the highest governance body that are independent and/or non-executive members.
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Board of Directors: http://phx.corporate-ir.net/phoenix.zhtml?c=117919&p=irol-govboard
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4.4 Mechanisms for shareholders and employees to provide recommendations or direction to the highest governance body.
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2012 Proxy Materials (http://phx.corporate-ir.net/phoenix.zhtml?c=117919&p=irol-irhome); FMC.com: Shareholder Services (http://phx.corporate-ir.net/phoenix.zhtml?c=117919&p=proxy)
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4.5 Linkage between compensation for members of the highest governance body, senior managers, and executives and the organization’s performance.
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2012 Proxy Materials (http://phx.corporate-ir.net/phoenix.zhtml?c=117919&p=irol-irhome)
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4.6 Processes in place for the highest governance body to ensure conflicts of interest are avoided. |
2012 Proxy Materials (http://phx.corporate-ir.net/phoenix.zhtml?c=117919&p=irol-irhome) |
4.7 Process for determining the composition, qualifications, and expertise of the members of the highest governance body and its committees. |
2012 Proxy Materials (http://phx.corporate-ir.net/phoenix.zhtml?c=117919&p=irol-irhome) |
4.8 Internally developed statements of mission or values, codes of conduct, and principles relevant to economic, environmental and social performance and the status of their implementation. |
FMC Code of Ethics and Business Conduct (http://phx.corporate-ir.net/phoenix.zhtml?c=117919&p=irol-irhome) |
4.9 Procedures of the highest governance body for overseeing the organization’s identification and management of economic, environmental, and social performance. |
Charter of the Audit Committee of the Board Directors (http://media.corporate-ir.net/media_files/irol/11/117919/pdf/AuditCommitteeCharter-1030904.pdf); 2012 Proxy Materials |
4.10 Processes for evaluating the highest governance body’s own performance, particularly with respect to economic, environmental, and social performance. |
2012 Proxy Materials (http://phx.corporate-ir.net/phoenix.zhtml?c=117919&p=irol-irhome) |
4.11 Explanation of whether and how the precautionary approach or principle is addressed by the organization. |
2011 Sustainability Report p. 5 |
4.12 Externally developed economic, environmental and social charters, principles, or other initiatives to which the organization subscribes or endorses. |
American Chemistry Council Responsible Care Management System; Multiple ISO certifications at manufacturing locations globally |
4.13 Memberships in associations (such as industry associations) and/or national/international advocacy organizations. |
2011 Sustainability Report p. 45 |
4.14–4.17 Stakeholder engagement |
2011 Sustainability Report pp. 2-3, 48-49
Our stakeholder engagement activities vary in frequency, and range from customer surveys (pp. 12-13) to multi-stakeholder panels (p. 35). See pages 12, 13, 26, 31, 32-26, and 44-54 for more examples. |
Management Approach And Performance Indicators |
Economic Disclosure on Management Approach (2011 Sustainability Report p. 4; 2011 Annual Report) |
| EC1 Direct economic value generated and distributed. |
2011 Sustainability Report pp. 4-5, 40;
2011 Annual Report p. 38 |
| EC2 Financial implications and other risks and opportunities for the organization’s activities due to climate change. |
2011 Sustainability Report pp. 4-5, 16;
2011 Annual Report p. 32 |
| EN3 Direct energy consumption by primary energy source. |
2011 Sustainability Report p. 14 |
| EN4 Indirect energy consumption by primary source. |
2011 Sustainability Report p. 14 |
| EN8 Total water withdrawal by source. |
2011 Sustainability Report p. 14 |
| EN16 Total direct and indirect greenhouse gas emissions by weight. |
2011 Sustainability Report p. 14 |
| EN20 NOx, SOx, and other significant air emissions by type and weight. |
2011 Sustainability Report p. 14 |
| EN22 Total weight of waste by type and disposal method. |
2011 Sustainability Report p. 14 |
| EN23 Total number and volume of significant spills. |
2011 Sustainability Report p. 24 |
| EN26 Initiatives to mitigate environmental impacts of products and services, and extent of impact mitigation. |
2011 Sustainability Report pp. 9-13 |
| Labor Practices Disclosure on Management Approach (2011 Sustainability Report pp. 31-32, 34) |
| LA1 Total workforce by region and employment type |
2011 Sustainability Report p. 1 |
| LA2 Total number and rate of new employee hires and employee turnover by age group, gender, and region. |
2011 Sustainability Report p. 35 |
| LA3 Benefits provided to full-time employees that are not provided to temporary or part-time employees, by major operations. |
FMC.com: Careers (http://www.fmc.com/careers/Benefits.aspx) |
| LA4 Percentage of employees covered by collective bargaining agreements. |
Approximately one-third of our workforce is covered by collective bargaining agreements, around the world. Since 2001, all of our contracts have been successfully renegotiated without work stoppages (2011 Annual Report p. 12) |
| LA7 Rates of injury, lost days, and work-related fatalities |
2011 Sustainability Report p. 24 |
| LA11 Programs for skills management and lifelong learning that support the continued employability of employees and assist them in managing career endings |
2011 Sustainability Report p. 34 |
| LA13 Composition of governance bodies and breakdown of employees by indicators of diversity |
2011 Sustainability Report p. 35 |
| Human Rights Disclosure on Management Approach (2011 Sustainability Report pp. 36-37) |
| HR3 Total hours of employee training on policies and procedures concerning aspects of human rights. |
2011 Sustainability Report pp. 36-37; Over 3500 hours has been spent on this training (further described in text) |
| Social Disclosure on Management Approach (2011 Sustainability Report pp. 36-37, 39-40) |
| SO1 Percentage of operations with implemented local community engagement, impact assessments, and development programs |
We work to engage the local community at all of our sites around the world; see 2011 Sustainability Report pp. 39-47 for examples. |
| SO2 Percentage and total number of business units analyzed for risks related to corruption. |
Under FMC’s rigorous anti-corruption risk assessment program, one hundred percent of FMC business units are analyzed for risk related to corruption. |
| SO3 Percentage of employees trained in organization’s anti-corruption policies and procedures. |
All FMC employees located throughout the world receive basic training for legal compliance and ethical behavior, including anti-corruption training. Those management and non-management employees who are in commercial positions and those who have contact with government officials receive additional, more focused anti-corruption training. |
| Product Responsibility Disclosure on Management Approach (2011 Sustainability Report pp. 27-29) |
| PR1 Assessment of health and safety |
2011 Sustainability Report pp. 27-29 |
| PR5 Practices related to customer satisfaction, including results of surveys measuring customer satisfaction. |
2011 Sustainability Report p. 9 |
| The following indicators are partially reported: EC1, LA1 and LA2. All other indicators are fully reported. |