FMC Corporation is an American chemical manufacturing company headquartered in Philadelphia, Pennsylvania. As a global leader utilizing advanced technologies and customer-focused research and development, FMC provides innovative and cost-effective solutions to enhance crop yield and quality by controlling a broad spectrum of insects, weeds and disease, as well as in non-agricultural markets for pest control.

3.  Chemical manufacturing company headquartered in
Philadelphia.
 Initially produced piston pumps for insecticides.
 Around 6000 active workforce
 Annual Turnover around US $3.4 billion (2011)
 Uses customer-focused research to provide
solutions to:
 Agriculture Problems
 Health and Nutrition Problems
 Energy problems, Specialty Polymers &
 pharmaceutical Synthesis
Corporate Overview

4. History
1880s  John Bean invents a spray pump to battle disease in his orchards.
1960s  FMC develops underwater wellhead equipment for offshore drilling.
1970s  Corporate FMC trademark is created and launched.
1980s  FMC makes initial investments in subsea wellhead and completion systems product lines.
1990s  FMC acquires Kongsberg Offshore, National Oil well Fluid Control Systems, Smith Meter, and CBV
Subsea, solidifying its position as industry leader.
2000s  FMC restructures to create two separate, publicly traded companies - FMC Technologies
(machinery) and FMC Corporation (Chemicals)
 FMC Technologies, Inc. begins trading on the New York Stock Exchange (NYSE: FTI) on June 14,
2001, and becomes an independent company December 31, 2001.
2014  Signed a joint industry partnership agreement with four of the world's largest operators -
Anadarko, BP, ConocoPhillips, and Shell - to design the next generation of subsea production
equipment for high pressure/high temperature fields
2015 Introduced Forsys Subsea, a 50/50 joint venture with Technip, to redefine the way subsea fields are
designed, delivered, and maintained.

5. Core Operations
 FMC Agricultural Solutions
 global leaders in synthetic chemical and biological crop protection products
 acquisition of Cheminova will help company to further penetrate in market
 FMC Health and Nutrition
 High quality biopolymers
 Ingredients ranging for products such as
 Beverages
 Dairy
 Desserts
 Sauces
 Dressings and ice creams
 FMC Lithium
 Demand for energy storage applications growing globally
 rising consumer preferences for hybrid and electric vehicles (EVs).
 we are the largest supplier of lithium hydroxide used in batteries to power EVs.

6. Vision Statement
Improving the Quality of Life Across
the Globe.

7. Feeding the world, providing health,
and providing the conveniences of life.

8. Culture of FMC
 Culture of the organization is highly sophisticated.
 FMC has made its employees a central part of its
culture.
 organization helps its employees adapt to the culture
thru socializing among each other .

9. Cultural Dimensions
 FMC aims to maintain same culture Globally.
 Prime Focus is safety
 Well defined Code of Ethics and Business
Conduct
 Corporate Responsibility Committee monitors
compliance to these Standards
Ensures no corners are being cut.

10. Heroes
Marina
 Working for development of
electric car batteries
 Developed stabilized
Lithium Metal Powder
technology
 Improved Li-ion battery.
Jarred and Tom
Jared & Tom tasked to
develop a low cost but
high purity trona.
Identified a unique
beneficiation technology
Yielded Highest product
recovery

12. External Variables
Economic Component
 Interest rates set by bank affect the company.
 High and no inflation change disposable income of consumers.
 FMC Corp has considerable assets on stock market.
Technological Component
 High tech and constant innovation.
Demographic Component
 FMC operates globally.
 Population , education and income of consumers impact the company.
 High tech and constant innovation.

13.  Around the globe, FMC employees
are making the choice to make a
difference in the communities
where they live and work.
Sociocultural
component
External Variables Cont.…
Political/Legal Component
FMC fulfills its legal
obligations.
It also keeps into
accord the countries
political situation

14. Investors
&
Employees
A B
Top
Management
B
Finance
Department
C
D
Operations
Department
E
Integrative Or
Holistic
Internal Variables

15. Uncertainty Matrix
 It falls into the fourth quadrant.
 Global markets are constantly changing.
 Climate change is another major factor that affects
the company.
 There are multiple and dissimilar components.
 There is need for sophisticated knowledge.

16. MANAGINGSTAKEHOLDERS
 Primary stakeholders are
 employees and prospective employees,
 customers, suppliers, investors,
 communities,
 non-governmental organizations (NGOs) and
 governments.
 Based on stakeholders’ input, we continue to add data and details about our
performance results when available.
 Made an effort to be more precise about our approach to environmental
responsibility, product stewardship and how we address major global
challenges.

17. VALUING SUSTAINABILITY CERTIFICATIONS
Certification by Friends of the Sea
Threat of deforestation
Global GHG Emissions
Emissions factors used in calculating our GHG values to the most current U.S.
EPA factors.
These factors drove our reported GHG emissions up 4 percent over 2013.
Will monitor our manufacturers and work to better understand our greenhouse gas
emissions
SHADES OF GREEN

18. GLOBAL WATER USAGE
 The FMC Lithium business, the second most water intensive of
our businesses, decreased its water intensity by 13%
 Will continue to monitor our water risk profile, drawing data
from the World Resources
 improvement decreases the amount of waste discarded and
ensures that byproduct is used for beneficial reuse.

19. Global Energy Usage
Extensive production has increased Energy Use
Through Energy Management Centre of Escellence (EMCOE) ,
developing an energy improvement roadmap.
Develop Plan to reduce Energy Intesity

23. Setting Meaningful Targets
 Set theme based yearly goals and then set strategies to follow
those themes.
 implemented since 2012 which has shown a tremendous
effect in the outcomes of the organization.
Introduction of the new technique and methods of
sustainability the organization made new and innovative
commitments which were achieved successfully and upon which
future projections were made.

26. Characteristics
Centralized decision making.
Follow unity of command & unity of direction.
Disciplined.
Order in materials & workforce.
Equity of employees.
Following Esprit de corps by promoting team spirit &harmony
within organization.

27.  continually update our Crisis Management Plan to reflect the latest changes
in our organization.
 ongoing crisis management exercises during the year
 ensure that local and regional crisis management plans integrate well with
our overall corporate plan.
 conduct workshops and seminars for the time to time training of our
employees.
How We manage our Crises

29. Agriculture department
Operations within the agricultural segment include
developing,
 manufacturing and
selling a portfolio of products to consumers and farmers.
Their innovation and growth efforts are fuelled by the goal of increasing
farmers’ yields and providing cost-effective alternatives to previous
chemicals.

30. Specialty Chemicals Group
 an industry leader in functional chemistries that provide innovative
customer solutions in
 food,
 pharmaceutical,
 energy storage and
 other specialty markets.
 employ a collaborative strategy to anticipate customers’ needs,
 focusing on technical capabilities to set the standard for quality and
performance.

31. Industrialchemicals
 pursue external growthby acquiring product lines and
enabling technologies that broaden andimprove our
portfolio.
 During the past year, we launchedmore than 30 new
products globally

32. Human Resource Planning

33. Engaging EmployeesIn The Development Process
FMC is committedto providing a supportive environment with
ample opportunityfor personal and professional growth.
The needs of FMC businesses createopportunities for employees to
undertake challenging work assignments.
Coaching, education and ongoing feedbackare available to both the
employee and the manager to supportdevelopment.

34. New safety campaign called “Think
Safe.”creates a culture in which
employees raisetheir safety
consciousness in all areas of their lives –
at work, at home and on theroad.
Weekly EHS newsletter fromthe vice
president . It includes performance
updates ,tips and advice regarding both
safety and Environmental Awareness .
Uponan incident , a Learning Reviewis
conducted with senior management
after the investigation.

35. At FMC, we are focused on developing our greatest resource
our employees. Every day and in many ways, our people bring
value to our business.
Talent

36.  Measuring EmployeeEngagement
 Conducting Internal surveys for measuring our progress.
 It also identified specific areas where additional focus might improve workforce
involvement.
 SustainabilitySupportsRecruitment
 engage with employees even before they join the FMC team.
 clear articulated Programme that helps our employees quickly understand and
appreciate our program
 Broadening Expertise and Diversity
 We believe the most critical learning happens on the job and we work to create an
environment in which everyone has opportunities to learn, grow and apply their skills.
 we are partnering with schools and universities to actively promote these courses of
study.

37.  FMC provides its Employees
 on-the-job training opportunities.
 development and leadership programs.
 Pathwaysto Leadership:
 Provides workshop for frontline managers and The leaders on how to
improve their leadership and expanded team member development.
 Institutefor Management Studies (IMS):
 FMC partners with IMS to provide leadership education and professional
development training for employees

38.  Leadership Boot Camp:
 Boot Camp sessions to develop their personal
leadership styles, practice interpersonal skills, and
learn how to effectively lead teams at FMC.
 FMC Academia:
 Development focuses on several knowledge
areas to improve leadership, business
competencies, quality of life, safety and the
environment.

39. Human Resource
Management

40. At FMC managers engage withemployees even before theyjointhe FMC
team.
Thereare clear articulatedProgrammes that helps our employees
quickly understand FMC work
FMC partners with IMS to provide leadership education and
professional development training for employees

41. Employee Motivation
 Lucky draws .
 Cash prizes.
 Medical insurance.
 Recreational trips every year.
 Employee of the month award.
 Hygienic working conditions.
 Social security.

42. CORPORATE SOCIAL
RESPONSIBILITY

43.  FMC is part of responsible care organisation; adopted by the American
ChemistryCouncil (ACC) in 1988
 ResponsibleCare is the global chemical industry’senvironmental, healthand
safety(EHS) initiative to drive continuous improvementin performance
 CSR ranking of FMCis

44. TrainingFarmerson Responsible
ProductUse
FMC’s focus on safety extends
throughout the product
lifecycle: from design through
development, manufacturing,
distribution, storage and end
use.
 Farmer meetings
 Educational material
 Technical Programs
TakingActionAgainstProduct
Misuse
We closely monitor the end use of our
products and take action when
required. In last year’s report, we
discussed the issue of East African
cattle herders misusing our product,
Furadan insecticide, to harm lions
that feed on their livestock. In this
particular case we concluded that our
stewardship programs could not
adequately reduce the risk of
improper use and we stopped
distribution and sales , along with
taking other precautionary measures.

45. FMC Pakistan
• The Pakistan crop protection industry is estimated at Rs.32 billion.
• More than a few hundred companies
• A very competitive sector
• DuPont
• BASF
• Dow Agro Sciences
• Many other local companies
• The market leader with a market share of around 20% is Syngenta
• Ali Akbar follows with a share of 19 % of the market
• FMC comes 5th with market share of 9%

46. FMC Global Ranking
Global Ranking of Agrochemical Companies(2013)
Ranking Company Sales
1 Syngenta 10.9 Billion
2 Bayer CropScience 10.4 Billion
3 BASF 6.9 Billion
4 Dow AngroSciences 5.5 Billion
5 Mosanto 4.5 Billion
6 DuPont 3.5 Billion
7 Adama 2.8 Billion
8 Nufarm 2.1 Billion
9 FMC 2.1 Billion
10 Sumitomo Chemicals 2.0 Billion

47. Organisational Culture
• Fmc currently has
approximately
5,700 employees
• Domestic operations – 2700
Employees
• Foreign operations – 3000
Employees
Global Workforce by
Region
North America
Latin America

48. Organisation Culture
• FMC is a worldwide corporation and aims to maintain their same
organizational culture worldwide.
• Prime focus - Safety and a better and safe environment for the members of
FMC
• FMC focuses on continuous improvement in
• Safety planning
• Preparation
• Proper implementation
• Strict following of The Code of Ethics and Business Conduct
• The code summarizes the legal and ethical principles to be followed at FMC

49. • The Corporate Responsibility Committee
• Manages overall compliance with applicable laws and FMC policies
• Reports directly to the Audit Committee of the Board of Directors
• FMC focuses greatly on constant development of the biggest asset they claim
Their employees
• The firm offers a variety of development opportunities to further polish and
enhance their skill set and strengthen their career development
• Educational and experiential learning opportunities
• Conferences
• Education and Certification classes
• In order to build a sustainable, disciplined and standardized approach globally
• Focus on employee development programs
• To strength the company from within.

50. • These programs create great loyalty and pride within the employee resulting
in maintaining a low turnover rate.
Non Exempt – salaried + overtime pay
Hourly – per-hour wage
Exempt – simple salaried
Turn Over Rate
2012 2013 2014
Globally 5.0 % 6.1 % 6.2 %
Non-Exempt 5.9 % 8.4 % 7.5 %
Hourly 2.3 % 2.7 % 2.1 %
Exempt 5.9 % 6.4 % 7.4 %

51. • Maintain a balance between the diverse work force and the opportunities
that it provides its employees
• Attracting women and minorities has been a priority
• Diversify the labor force
• Provide equal opportunities and support
• Diversity measurements to the success standards
• Diversity criteria
• Quarterly reviews to ensure no biases are being faced by the employees and
potential employees
• Criteria is met globally
• The women employee population (globally) and people of color (in U.S) are
measured quarterly to ensure the diversity goals are being met

52. Women in Management
Women in Management 2013 2014
Percentage of women at FMC 23.7% 25%
Women in professional roles 25.8% 26.3%
Women in senior management 21.3% 21.3%

53. • “Women’s Initiative Network”
• To support and help women achieve their goals and professional success and
growth at FMC
• “Lunch with Millennials”
• Provides peer-to-peer knowledge sharing under the guidance of senior
professionals
• To overcome talent shortages in the fields of science, technology and
engineering in agriculture sector
• Numerous community programs and on-site internships
• Help students who have potential to enter these fields and start their careers
at FMC
• College students can gain valuable experience as interns in FMC Agricultural
Solutions Business

54. • Liquidity:
• Current Ratio: Current Assets/Current Liabilities = 3,238.1/1,455.0
• = 2.225498281786942
• Acid Test Ratio: Current Assets-Inventories/Current Liabilities
• = 3,238.1-906.1 /1,455.0 = 1.602749140893471

55. • Leverage:
• Debt to Assets/solvency ratio: Total debt/Total assets
• =2,048.5 /6,447.0
• =0.3177446874515278=31%
• Times interest earned: profit before interest and taxes/Total interest
charges
• = 94.6 /59,700 =0.0015845896147404=0.1%

56. • Activity:
• Inventory Turnover: Sales/Inventory
• = 659.4/906.1
• = 0.7277342456682485
Total Assets Turnover: Sales/Total Assets
• =659.4/6,447.0 =0.10228013029315

57. • Profitability:
• Profit margin to sales: Net profit after taxes/total sales =59.4/659.4
• =0.0900818926296633
return on investment: Net profit after taxes/ Total assets
• =59.4/6,447.0 =0.0092135877152164