Part I  iteM 1 Business We have operations in many areas around the world. With a worldwide manufacturing and distribution infrastructure, we are able to respond  rapidly to global customer needs, offset downward economic trends in one region with positive trends in another and better match revenues  to local costs to mitigate the impact of currency volatility. The charts below detail our sales and long-lived assets by major geographic region. revenues By reGion  2010  revenue: $3,116.3 Million 37% North America 15% Asia Pacific 22% Europe, Middle East & Africa 26% Latin America lonGlived assets By reGion  2010 lonGlived assets: $1,359.0 Million 56% North America 34% Europe, Middle East & Africa 4% Latin America 6% Asia Pacific our strategy increasing our reach Throughout 2010 we invested significant resources and managerial  time in the development of a new strategic plan for the Company. This  new corporate strategy, which we refer to as Vision 2015, is focused  on driving sales and earnings growth while sustaining a return on  invested capital well above our cost of capital, and has as its objective  of achieving a total shareholder return in the top quartile of a broad  group of industry peers. Vision 2015 has five key elements: We intend to bias our growth initiatives toward further strengthening  our positions in rapidly-developing economies (RDEs). Our growth  in Latin America will be largely driven by leveraging Agricultural  Products’ leadership positions. In Asia, our growth initiatives will be  more broad-based, with targeted investments in human, scientific and  technological resources across our businesses in the region. In Central  and Eastern Europe, Turkey and Russia we will focus on establishing  strong footholds in key countries. Growing leadership positions Capturing the value of Common ownership We are moving from a highly decentralized organizational model to  one that has both centralized and decentralized qualities. We believe  this shift will enable us to better leverage the size and scope of our  company to realize cost savings and increase efficiencies yet maintain  strong accountability in our business units. Our initial cost reduction  initiatives will focus in such areas as procurement, global supply chain  and RDE infrastructure. We intend to continue to build and strengthen our market leading  positions by executing a plan that relies primarily on organic growth,  complemented by a focused external growth strategy. We benefit from  a business portfolio that is exposed to faster growing end markets and  geographic regions. Agricultural Products’ organic growth plan focuses  on market and product innovations while strengthening market access.  Specialty Chemicals’ organic focus is primarily on new products and  new applications for existing products. Industrial Chemicals’ focus is  on new applications for existing chemistries. To complement these  organic growth initiatives, our external growth strategy employs a  focused, disciplined approach to company, product and technology  acquisitions. We believe this strategy reduces the risk normally inherent  in external growth. Agricultural Products intends to complement its  organic growth initiatives by acquiring new products and technologies,  as well as making selective acquisitions principally in adjacent spaces. In  Specialty Chemicals, the food ingredients market is our top priority for  acquisitions that will expand our product line offerings and positions  in rapidly-developing economies. Industrial Chemicals will evaluate  selective acquisitions focused in specialty applications. Across all  businesses our strategy does not include making large scale, complex,  or transformational acquisitions or adding another business platform  to our portfolio. proactively Managing our portfolio In the fourth quarter of 2010, we ceased operations at our phosphates  facility in Huelva, Spain due to increasing environmental constraints  and poor financial performance. Following this resolution, all current  businesses are well positioned for sustained growth and delivering returns  above cost of capital. We will continue to assess the performance of  all of our businesses, and will take actions as needed should a unit’s  performance change. 2 FMC Corporation    2010 Form 10K