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FMC CORPORATION • 2018 Annual Report a Message to Our Shareholders a Letter from Pierre R

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FMC CORPORATION • 2018 Annual Report a Message to Our Shareholders a Letter from Pierre R FMC CORPORATION • 2018 Annual Report A Message to Our Shareholders A letter from Pierre R. Brondeau, Chief Executive Officer and Chairman of the Board, FMC CORPORATION 2018 was a year defined by disciplined execution, exceptional performance and significant transformation. Integration of the DuPont Crop Protection assets acquired in November 2017 has gone very well, establishing FMC as a top-tier, innovation-based agricultural company. Our Lithium business prepared for its Initial Public Offering, which it successfully conducted in October 2018. Finally, in December we unveiled a new many featuring new modes of action. The transaction also brought long-range strategic growth plan that new manufacturing assets for active ingredients and formulations, outlines an exciting direction for FMC as increased global scale and improved regional revenue balance across An Agricultural Sciences Company. North America, Latin America, Europe/Middle East/Africa, and Asia. RAPID INTEGRATION We have been extremely pleased with the pace and results of OUR JOURNEY TO AN our integration. Following the DuPont transaction, we moved AGRICULTURAL SCIENCES COMPANY quickly to integrate the regional commercial teams, R&D and regulatory organizations. We invested significant time preparing During the last decade, we took several important actions to to bring these and other functions together prior to the close so transform FMC from a highly diversified chemical company into that we could accelerate integration activities in the first quarter an enterprise focused on crop protection. We launched a Plant of 2018. Health platform six years ago that extended our portfolio into crop nutrition, seed treatment and biologicals. We increased • Commercial: Our commercial teams did not miss a step investments in technology and R&D to strengthen and expand throughout the integration. Sales force training around our product pipeline, and opened new innovation centers in Latin the world took place in the first few months post close, America, Europe and Asia. The 2015 acquisition of Cheminova allowing us to realize sales synergies and capitalize on cross strengthened our product portfolio and brought FMC significant selling opportunities faster than expected. infrastructure with direct market access, especially across Europe. • R&D and Regulatory: We successfully integrated these critical organizations quickly. Our global research site was Acquiring DuPont’s Crop Protection assets was a final, critical relocated to the FMC Stine Research Center in Newark, step in our journey. The largest transaction in company history Delaware. Regional innovation centers in Latin America, transformed our product portfolio with the addition of highly Asia and Europe also were integrated. successful diamides, one of the best-selling families of advanced • Manufacturing: All legacy DuPont crop protection plants insecticides worldwide. The acquisition also brought indoxacarb that were part of the acquisition (except a small formulation insecticide and sulfonylurea-class herbicides to FMC, enhancing site in India that will legally transfer to FMC in the second our position in cereals. half of 2019) are fully integrated into the FMC network, which now includes six active ingredient plants and 20 formulation Benefits of the DuPont transaction extend well beyond a broader plants. Capital deployment plans for manufacturing capacity product portfolio. The acquisition returned our company to increases are in place, and all plants are operating under discovery research and significantly enhanced our capabilities to FMC policies. develop proprietary active ingredients. We have expanded our innovation infrastructure and strengthened our R&D pipeline • Functions: All core functions, including Finance, Legal, IT, that today includes 21 new insecticides, herbicides and fungicides, Human Resources and others, are structurally integrated. 2018 Annual Report 1 Today’s FMC has the “right technologies, products, market focus and global infrastructure to grow to a $5.5 billion to $6 billion crop protection leader by 2023, focused “ on advanced synthetic chemistries and biologicals. Pierre R. Brondeau Chief Executive Officer and Chairman of the Board FMC CORPORATION • Business Processes: In early 2018 we launched the FMC Business 2018 Financial Process Modernization (BPM) program to upgrade our enterprise Performance Summary systems and processes. BPM includes implementation of a new, single-instance SAP suite that is expected to go live by the end of For the year ending December 31, 2018, 2019, allowing us to exit transition service agreements with DuPont, FMC Corporation recorded the following results: improve operational efficiency and realize significant cost savings. FMC AGRICULTURAL SOLUTIONS • Full-year segment revenue: $4.3 billion FMC LITHIUM • Full-year segment EBITDA: $1.2 billion Our Lithium business began trading as Livent Corporation on the New York Stock Exchange on October 11, 2018. The successful Initial Public FMC LITHIUM Offering of approximately 16 percent of Livent was the culmination of • Full-year segment revenue: $443 million intensive year-long preparations. Full separation of Livent through a spin- • Full-year segment EBITDA: $196 million off of the remaining approximately 84 percent to FMC shareholders in the form of a dividend of Livent shares was completed in March 2019. * * Livent delivered strong operational performance and financial $4.7 $1.3 $6.29 results throughout the year. Previously announced capacity ANNUAL ADJUSTED ADJUSTED expansions and debottlenecking projects are on track in Argentina SALES EBITDA EARNINGS and China, and Livent’s executive team remains confident in its (billions) (billions) Per Share ability to meet growing market demand for lithium hydroxide, driven largely by strong electric vehicle sales. 16.6*% $3.69 $512 We wish our Livent colleagues immense success as an RETURN ON GAAP EARNINGS GAAP NET INCOME independent company. INVESTED CAPITAL Per Share (millions) *See Non-GAAP Reconciliations on page 8. OUR VALUES Although 2018 was a year filled with changes and integration- related initiatives, our employees remained true to what makes Safety remains paramount at FMC, and employees continued to FMC a special company. Our six Core Values define who we are demonstrate their commitment to a safe and secure workplace. and how we do business: Integrity, Safety, Sustainability, Respect We ended the year with an injury rate of 0.11, a new record low for People, Agility and Customer Centricity. Collectively, these for FMC. Today, we are one of the safest companies compared values guide us as individuals and as a team of 6,500 people around to industry peers. Our employees believe that a zero-injury the world. You can learn more about our Core Values at FMC.com. workplace is highly achievable, and they are committed to proving I will comment briefly on three of them. it every day. FMC Corporation 2 Sustainability continues to inform and guide our commercial A Progress Report on and research strategies. We focus primarily on three areas: Our Sustainability Goals 1• Creating innovative solutions while preserving the environment for tomorrow TRIR GOAL BY 2020 R&D BUDGET GOAL BY 2020 2• Making a positive impact on the communities where we live Achieve a Total Recordable Dedicate 80 percent of our and work Incident Rate (TRIR) of 0.30 R&D budget to develop or lower. sustainably advantaged products. 3• Stewarding the responsible use of our products 2018 2018 Progress against our goals is summarized on the right. We will 0.11 PROGRESS 87% PROGRESS announce new sustainability goals and targets that reflect an agriculture-focused FMC in our next Sustainability Report, which COMMUNITY ENGAGEMENT INDEX GOAL BY 2020 will be published in spring 2019. Achieve 100 on the Community Engagement Index which measures interactions with the 2018 communities where we work and live. PROGRESS Finally, Respect for People is not only a core value, but also 90 a business imperative. We embrace, leverage and respect the diversity of our workforce, our customers and our communities. ENVIRONMENTAL GOALS BY 2025 In 2018, we created a new senior leadership role to oversee Reduce intensities by 15 percent for energy, greenhouse gas (GHG) Diversity and Inclusion to ensure we have strategic focus on emissions and waste, and by 20 percent for water use in high-risk locations versus the 2013 baseline. driving actions that foster an inclusive culture. 2018 PROGRESS GROWING OUR FUTURE GHG ENERGY EMISSIONS Today’s FMC has the right technologies, products, market focus 18% intensity 12% intensity and global infrastructure to grow to a $5.5 billion to $6 billion WASTE WATER USE crop protection leader by 2023, focused on advanced synthetic DISPOSED intensity in chemistries and biologicals. We are targeting 5 to 7 percent 28% intensity 25% high-risk areas compound annual revenue growth over the next five years, more than twice the expected growth of the crop chemical market FMC is focusing on two of the United Nations Sustainable during the same period. Development Goals – Zero Hunger and Life on Land. Initiatives and progress on these two goals will be discussed in our 2018 Sustainability Report. Our Leadership Team NICHOLAS L. PFEIFFER Vice President, Corporate Controller and Chief Accounting Officer ANDREW D. SANDIFER BRIAN P. ANGELI KAREN M. TOTLAND ANDREA E. UTECHT Executive Vice President and Vice President, Corporate Vice President, Global Executive Vice President, Strategy, Treasurer Chief
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