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Global Reporting Initiative (GRI)

FMC uses the Global Reporting Initiative (GRI) to inform our sustainability reporting.   FMC has been GRI-checked as a level B reporter for our 2013 report.

GRI provides organizations with guidance in applying its comprehensive sustainability reporting framework covering economic, environmental and social sustainability disclosure criteria.  The framework has been broadly adopted around the world to assess sustainability performance.  This GRI Index provides a consolidated list of our disclosures against the G3.1 Sustainability Reporting Guidelines.

We welcome your questions, comments and feedback. For more information about FMC or our Sustainability Report, please contact



1. Strategy and Analysis

2. Organizational Profile

2.1 Name of the organization FMC Corporation
2.2 Primary brands, products, and/or services. 2013 Sustainability Report - About this Report (inside front cover), p. 2
2013 Annual Report - Form 10K, p. 1
2.3 Operational structure of the organization. 2013 Sustainability Report - About this Report (inside front cover), p. 2
2013 Annual Report - Form 10K, pp. 1-9
2.4 Location of organizations' headquarters. Philadelphia PA, USA
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. 2013 Sustainability Report -  p. 2
2013 Annual Report - Form 10K, pp. 1-9
2.6 Nature of ownership and legal form. 2013 Annual Report - Form 10K, p. 1
2.7 Markets served (including geographic breakdown, sectors served, and types of customers/beneficiaries). 2013 Sustainability Report -  p. 2
2013 Annual Report - Form 10K, pp. 1-9
2.8 Scale of the reporting organization. 2013 Sustainability Report -  p. 17
2013 Annual Report - Form 10K, pp. 1-9
2.9 Significant changes during the reporting period. 2013 Sustainability Report - About this Report (inside front cover)
2013 Annual Report - Form 10K, pp. 1-9, 49
2.10 Awards received in the reporting period. 2013 Sustainability Report -  pp. 11, 18
FMC Sustainability Website -

3. Report Parameters

3.1–3.3 Reporting parameters. 2013 Sustainability Report - About this Report (inside front cover), p. 2
2013 Annual Report - Form 10K, pp. 1-9
3.4 Contact point. 2013 Sustainability Report - About this Report (inside front cover)
3.5 Process for defining report content. 2013 Sustainability Report - About this Report (inside front cover), p. 4
3.6 Boundary of the report. 2013 Sustainability Report - About this Report (inside front cover)
3.7 Limitations on the scope or boundary of the report. 2013 Sustainability Report - About this Report (inside front cover)
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. 2013 Sustainability Report - About this Report (inside front cover)
3.9 Data measurement techniques and the bases of calculations. 2013 Sustainability Report - About this Report (inside front cover)
FMC Sustainability Website -
3.10 Effect of re-statements of information provided in earlier reports/reasons for re-statements.
2013 Sustainability Report - About this Report (inside front cover)
3.11 Significant changes from previous reporting periods in the scope, boundary or measurement methods applied in the report. 2013 Sustainability Report - About this Report (inside front cover)
3.12 Standard report disclosures. FMC Sustainability Website -
3.13 External assurance policy and practice. We are not seeking external assurance of our Sustainability Report at this time, but plan to in the future.

4. Governance, Commitments, And Engagement

4.1 Governance structure of the organization. Committee Composition
4.2 Indicate whether the Chair of the highest governance body is also an executive officer. Leadership Team
4.3 Number of members of the highest governance body that are independent and/or non-executive members. Board of Directors
4.4 Mechanisms for shareholders and employees to provide recommendations or direction to the highest governance body. 2014 Proxy Materials Shareholder Services
4.5 Linkage between compensation for members of the highest governance body, senior managers, and executives and the organization’s performance. 2014 Proxy Materials
4.6 Processes in place for the highest governance body to ensure conflicts of interest are avoided. 2014 Proxy Materials
4.7 Process for determining the composition, qualifications, and expertise of the members of the highest governance body and its committees. 2014 Proxy Materials Corporate Governance Guidelines 
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. Corporate Governance Guidelines
FMC Code of Ethics and Business Conduct
2013 Sustainability Report - p. 21
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
2014 Proxy Materials
4.10 Processes for evaluating the highest governance body’s own performance, particularly with respect to economic, environmental, and social performance. 2014 Proxy Materials
4.11 Explanation of whether and how the precautionary approach or principle is addressed by the organization. 2013 Sustainability Report - p. 2
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. FMC Sustainability Website -
4.14–4.17 Stakeholder engagement 2013 Sustainability Report - p. 3-4; Some additional information on specific interactions below:
Employees and Prospective Employees 

How we engaged with employees: We conducted an employee survey for the second year to determine internal reactions to FMC’s sustainability progress and our 2013 report. Survey respondents represented different regions, age groups and length of service at FMC, thereby ensuring diversity of perspective. In response to their input we have made an effort to provide more transparency and expand on this report’s content. For the first time, we also brought together cross-functional teams at several group meetings to discuss the highlights and challenges that should be included in the report. Feedback from participants indicates that in addition to feeling that they added value to the report, they gained new insights about the meaning of sustainability and its connection to their functions and the company. (See pages 18-19 – 2013 Sustainability Report)

How we engaged with prospective employees: FMC has several digital vehicles through which people interested in knowing more about FMC engage with us. We are also proactive in using online tools for recruitment. (See page 20 – 2013 Sustainability Report)

Business Stakeholders 

How we engaged with customers: Sustainability is a high priority for customers who seek responsible partners in their supply chain. This mutual emphasis on greater transparency into sustainability practices is the basis for continuing expansion of our customer dialogue.  Our attention to sustainability metrics and efforts to improve results is a frequent topic of discussion on customer visits and an advantage that makes us a more attractive supplier partner.

How we engaged with suppliers: FMC’s Supplier Code of Conduct requires suppliers to meet specific sustainability criteria. We have increased our supplier screening and monitoring interactions to ensure that the Code is followed. (See page 37 – 2013 Sustainability Report)

Communities, Non-Governmental Organizations (NGO) and Governments

How we engaged with communities: We are active members of our communities and undertake a range of activities to improve the safety and wellness of the people around us. We conduct discussions with local stakeholders on remediation and changes made at our facilities, volunteer our time and donate money to worthy causes, and in locations including Rockland, Maine, Green River, Wyoming, and Minera del Altiplano, Argentina, have set up facility-specific websites to keep our neighbors apprised of our activities. 

How we engaged with NGOs: We partner with NGOs on several programs and work as a company and through industry associations to find common ground to address issues. Continued dialogue, education and cooperation are used to demonstrate that we are working toward shared goals and are taking steps to move closer to attaining them. (See pages 38-45 – 2013 Sustainability Report)

How we engaged with governments: FMC engages with local and national governments both directly and through industry associations. Topics covered in our interactions range from environment, health and safety (EHS) concerns to product registrations, job growth and economic development to education and leadership endeavors. 


How we engaged with investors: The investment community increasingly requests information about our sustainability results and perspectives. Whether as individuals or groups, investors are seeking transparency into how our sustainability activities align with business value creation. 


Management Approach and Performance Indicators

Disclosure on Management Approach (Economic)

Disclosure on Management Approach (Economic) 2013 Annual Report and Form 10-K
EC1 Direct economic value generated and distributed. 2013 Sustainability Report - p. 2
EC2 Financial implications and other risks and opportunities for the organization’s activities due to climate change. 2013 Annual Report (Form 10-K) - pp. 26-27
2013 Sustainability Report - pp. 6-7

Disclosure on Management Approach (Environment)

Disclosure on Management Approach (Environment) 2013 Sustainability Report - pp. 30-36
2013 Annual Report (Form 10-K) - p. 27
EN3 Direct energy consumption by primary energy source. 2013 Sustainability Report - p. 31
EN4 Indirect energy consumption by primary source. 2013 Sustainability Report - p. 31
EN6 Initiatives to provide energy-efficient or renewable energy based products and services, and reductions in energy requirements as a result of these initiatives. 2013 Sustainability Report - pp. 28, 32
EN8 Total water withdrawal by source. 2013 Sustainability Report - p. 33
EN16 Total direct and indirect greenhouse gas emissions by weight. 2013 Sustainability Report - p. 32
EN20 NOx, SOx, and other significant air emissions by type and weight. 2013 Sustainability Report - p. 32
EN22 Total weight of waste by type and disposal method. 2013 Sustainability Report - pp. 33-34
EN23 Total number and volume of significant spills. 2013 Sustainability Report - p. 9
EN26 Initiatives to mitigate environmental impacts of products and services, and extent of impact mitigation. 2013 Sustainability Report - pp. 23-29

Disclosure on Management Approach (Labor Practices and Decent Work)

Disclosure on Management Approach (Labor Practices and Decent Work) 2013 Sustainability Report - pp. 14-20
LA1 Total workforce by region and employment type. 2013 Sustainability Report - p. 17
LA2 Total number and rate of new employee hires and employee turnover by age group, gender, and region. 2013 Sustainability Report - p. 17
LA3 Benefits provided to full-time employees that are not provided to temporary or part-time employees, by major operations. Careers-Benefits
LA4 Percentage of employees covered by collective bargaining agreements. Approximately 30 percent of our U.S.-based and 40 percent of our foreign-based employees, respectively, are represented by collective bargaining agreements.  For more information, see: 2013 Annual Report (Form 10-K) - p. 9
LA7 Rates of injury, lost days, and work-related fatalities. 2013 Sustainability Report - p. 9
LA8 Education, training, counseling, prevention, and risk-control programs in place to assist workforce members, their amilies, or community members regarding serious diseases. 2013 Sustainability Report - p. 20 Careers-Benefits
LA11 Programs for skills management and lifelong learning that support the continued employability of employees and assist them in managing career endings. 2013 Sustainability Report - pp. 14-19 Careers-Benefits
LA12 Percentage of employees receiving regular performance and career development reviews, by gender See below.

Our philosophy is that learning and growing on the job are the primary means of development. Individuals and their managers share responsibility for career growth. The needs of FMC businesses create opportunities for employees to undertake challenging work assignments. Employees and managers actively look for those opportunities that match the employees’ interests. Coaching, education and ongoing feedback are tools that are available to both the employee and the manager to support development. Additionally, our Education Program empowers employees to prepare themselves for further development opportunities by supporting the cost of tuition and fees for approved continuing education programs. We continue to work on programs that help prepare and support our employees who are transitioning into retirement. These programs include career transition support, support from local employee assistance programs, financial counseling from our benefit vendors, and personalized care from local human resources managers and supervisors.

Additionally, annual summary discussions are expected to take place between employees and managers to formally evaluate performance and discuss plans for increasing for increasing the employee’s skills, knowledge and abilities. All salaried employees must have a performance discussion and development review document completed at least every 12 months.
LA13 Composition of governance bodies and breakdown of employees by indicators of diversity. 2013 Sustainability Report - pp. 17 Leadership Team

Disclosure on Management Approach (Human Rights)

Disclosure on Management Approach (Human Rights) 2013 Sustainability Report - pp. 21, 36-37
HR2 Percentage of significant suppliers, contractors and other business partners that have undergone human rights screening, and actions taken. 2013 Sustainability Report - pp. 36-37
HR3 Total hours of employee training on policies and procedures concerning aspects of human rights. 2013 Sustainability Report - p. 21
FMC employees completed more than 2500 hours of compliance training in 2013, supplemented by courses taught be the FMC law department.

Disclosure on Management Approach (Society)

Disclosure on Management Approach (Society) 2013 Sustainability Report - pp. 38-45
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 2013 Sustainability Report - p. 38-45 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 anticorruption 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.

Disclosure on Management Approach (Product Responsibility)

101Disclosure on Management Approach (Product Responsibility) 2013 Sustainability Report - pp. 13, 39-41
PR1 Life cycle stages in which health and safety impacts of products and services are assessed for improvement, and percentage of significant products and services categories subject to such procedures. 2013 Sustainability Report - pp. 13
FMC Sustainability Website -
PR5 Practices related to customer satisfaction, including results of surveys measuring customer satisfaction. See below.
Information on customer programs (PR5):
We find that the knowledge we’ve gained by listening closely and observing our customers helps to shape our innovation and product development efforts. We strive to hear the voice of the customer. While we do this primarily through personal interactions, we also employ tools such as surveys and provide services for customers including training and technical assistance. Our feedback and interaction mechanisms range from customer forums and user groups to formal mechanisms for customers to express any aspect of service where they are not satisfied. We value all input, especially that which leads to further improvement.
The following indicators are partially reported: EC1, EN3, EN20, LA1, LA2, LA7, LA13.

FMC uses five major global challenges to prioritize our sustainability efforts and keep us focused on developing solutions for the future.  

Read about five Guiding Principles and related Goals for sustainability at FMC


Experience the complete 2013 Sustainability Report

Our Materiality Process

In our 2013 report, we discuss the sustainability issues we believe are of most interest to our stakeholders that are also relevant to FMC’s long-term business objectives. Learn more about our 2013 Materiality Assessment

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