A t T h e F o r e f r o n t O P E R AT I O N A L E X C E L L E N C E Harnessing The Power of  Common Ownership Expanding Operations to  Support Our Growth We have long been a  company known for its  operational excellence. Our  ability to grow earnings  by reducing costs is well  respected – whether that’s  by increasing efficiency,  reducing energy consumption,  debottlenecking capacity or  any other of the “blocking and  tackling” aspects of running  operations. This year, we took  a hard look at the successful  ways we’ve done things in the  past in an effort to find ways to  do things better going forward.  We see opportunity in doing  things as one FMC where it  matters. In 2010, we began  the transition from a highly  decentralized organizational  model to one more balanced.  For example, in global  procurement, whose task is  to realize significant supply  chain cost savings over the  next five years, we began to  transform our activities from a  decentralized, tactical buying  model to that of a global  strategic sourcing model – one where procurement  becomes best in class and  works hand in hand with our businesses so we are  delivering what they need and enhancing profitability. Our experienced operating  teams have a strong track  record of delivering superior  financial returns on the assets  under their control. Using the  disciplined evaluation metrics  we have consistently employed,  we are selectively expanding  operations worldwide to meet  the increasing demand in key markets.  To serve the high growth  energy storage and pharma- ceutical markets for lithium,  we are expanding our mining  operations high in the Andes  of Argentina. To capture  increasing demand for food  ingredients and pharmaceutical  excipients, we are expanding  our BioPolymer operations in  Cork, Ireland, and Haugesund,  Norway.  In Prince George, British  Columbia, we are installing a  hydrogen reformer to more cost  effectively serve peroxygens  markets. And in Green River,  Wyoming, we are restarting our  Granger soda ash facility to  meet growing export demand. Though change is often  difficult, especially when  “nothing is broken,” it’s best  done from a position of  strength. That’s precisely what we are doing. FMC Corporation | 2010 Annual Report 17