2022 Annual Report On Sustainability

2022 Annual Report on Sustainability
THE POWER OF
COPPER
2022 ANNUAL REPORT
ABOUT FREEPORT-MCMORAN
Freeport-McMoRan Inc. (FCX) is a leading
international mining company with headquarters
THE POWER OF
in Phoenix, Arizona. FCX operates large, long-lived,
geographically diverse assets with significant
proven and probable mineral reserves of copper,
gold and molybdenum. FCX’s portfolio of assets
includes the Grasberg minerals district in Indonesia, IN THE ENERGY TRANSITION
one of the world’s largest copper and gold deposits;
and significant mining operations in North America
and South America, including the large-scale
Morenci minerals district in Arizona and the Cerro
Verde operation in Peru.
RECENT AWARDS & RECOGNITION
2023 FCX was included in the

Sustainability S&P Global Sustainability
Yearbook Member Yearbook 2023.
FCX was named to CNBC’s

COPPER – ELECTRIFYING THE FUTURE
2023 JUST 100 as one of • Essential to the technologies necessary to deliver clean energy,
America’s most JUST Companies including electric vehicles, charging stations, high-efficiency
(first in Basic Resources and
motors and renewable energy
No. 64 overall).
• Global decarbonization is expected to drive intensity of copper use
FCX was named one of the • By 2030, copper could support reduction of global carbon
100 Best Corporate Citizens emissions by 16%
in the U.S. by 3BL Media in
partnership with Institutional • Over 65% of the world’s copper is used in applications that
Shareholder Services. deliver electricity
Source: copperalliance.org
Cover Photo: Team member at our Hydromet facility at our Morenci

mine in Arizona. Morenci was one of our first sites to receive the
Copper Mark in 2021. FCX has now received the Copper Mark at all
12 of its copper producing sites globally.
2022 Annual Report on Sustainability 3
OUR APPROACH
10 Our Strategy
13 Ambitions & Performance Targets
16 Stakeholder Engagement & Materiality
20 Our Strategy in Action: Responsible Production
ROBUST GOVERNANCE
26 Governance
29 Business Conduct & Policies
32 Human Rights
38 Responsible Value Chains
EMPOWERED PEOPLE
& RESILIENT COMMUNITIES
46 Health, Safety & Well-Being
56 Workforce
64 Communities & Indigenous Peoples
76 Economic Contributions
THRIVING ENVIRONMENTS
80 Climate
85 Water Stewardship
92 Biodiversity
98 Tailings Management
106 Waste Management
108 Mine Closure & Reclamation
110 Environmental Compliance
ABOUT THIS REPORT

114 Assurance Statement
PERFORMANCE DATA
SASB STANDARDS
Cerro Verde operation, Peru.

4
LETTER TO STAKEHOLDERS April 2023
Dear Stakeholders:
It is a privilege to report on our team’s performance in We are committed to maintaining the Copper Mark
advancing our environmental, social and governance validation at all of our sites which requires revalidation
(ESG) priorities. At Freeport, we are playing a leading role every three years, underscoring our commitment to
in accelerating the global energy transition by supplying continuous improvement.
responsibly produced copper. We recognize society’s
Richard C. ambitions of reaching net zero cannot be achieved without Our Board and management recognize that the health
Adkerson “The Power of Copper.” Electric vehicles, battery storage, and safety of our people is paramount and foundational
Chairman of the solar and wind power all depend on our products. to our success. Our goal continues to be ensuring that our
Board and Chief employees and contractors return home safely every day.
Executive Officer As one of the world’s largest copper producers, we are Core to our safety approach is risk management, through
committed to supporting the growing demand for copper which we strive to systematically identify, assess, and
through our sustainability strategy: Accelerate the Future, manage health and safety hazards and eliminate root causes
Responsibly. Our strategy recognizes the vital role we of incidents. We promote a culture that empowers individuals
play in global progress — including decarbonization — and to take responsibility for their own safety and for the safety
our dedication to continuously advance the responsible of their colleagues and the communities in which they work.
production of our products. Despite these efforts, I am deeply saddened to report that a
contractor at Morceni was fatally injured in 2022 and our total
In pursuing our strategy we seek to align with and measure recordable incident rate increased from the prior year. We
ourselves against the highest standards, including the are acting diligently to improve our results, including through
International Council on Metals and Mining’s Performance enhanced training and a renewed emphasis on active
Expectations. I’m also proud to report that all 12 of our visibility and engagement by leaders in the field.
copper producing sites globally have now achieved the
Copper Mark, including four sites in 2022 and PT-FI in As a leader in responsible production, we are committed
early 2023. Following the extension of the Copper Mark to reducing our own greenhouse gas (GHG) emissions to
framework to molybdenum producers in late 2022, I am making a positive contribution toward the world’s 2050
also pleased to report that our primary molybdenum net zero goal. We have now established 2030 reduction
mines and our four copper mines that produce byproduct targets that collectively cover nearly 100% of our Scope 1
molybdenum have been awarded the Molybdenum Mark. and 2 GHG emissions. We are moving forward with plans
to decarbonize our electricity supply, including progressing
The Copper Mark validation demonstrates our commitment evaluation options to replace PT-FI’s coal-fired power plant
to responsible production through independent, site-level and to integrate more renewable energy at our Americas
verification of our performance across 32 ESG criteria operations. During the year, we also advanced studies on
which were developed and defined with consideration of sea level rise and other potential physical risks, continued to
more than 40 internationally recognized standards.
collaborate with suppliers to support innovation in equipment We are in a transformative time for the industry and for the
and technology, and completed a multi-year Scope 3 GHG world. The decarbonization that is taking place globally
emissions inventory review. We report on our climate progress is extremely metals intensive and presents significant As one of the
both within this report and our annual Climate Report. opportunities for our workforce of more than 74,000
people to develop new skills and embrace technological world’s largest
We recognize that a changing climate is linked to other innovation. Our ongoing focus is to cultivate an engaged copper producers,
emerging global challenges like water scarcity and workforce capable of innovating the future of mining and
biodiversity loss, each of which could have potentially we are committed
leading our company and industry into a more sustainable
cascading impacts on people and human rights. Our water era of mining. to supporting the
use efficiency has averaged 88% in recent years and
growing demand for
our team has initiated work to evaluate and identify best To support this, we are focused on empowering and
practices and opportunities to maintain our high efficiency developing an inclusive and diverse workforce that is copper through our
ratesover the long-term as well as to evaluate new representative of the communities where we operate. In sustainability strategy:
technological innovations that may meaningfully enhance 2022, we worked to strengthen inclusion and diversity
our water strategy in the future. Moving forward, we aim to across our workforce and talent pipeline through strategic Accelerate the Future,
take a holistic approach to managing these interconnected partnerships with outreach organizations. We further Responsibly. Our
issues to support the long-term resilience of our business closed the gap on gender pay equity, achieving statistical strategy recognizes
and host communities. parity for total compensation for our employees, and we
removed college degree requirements from many of our the vital role we
One of the ways we seek to build and maintain trust is positions to eliminate barriers and provide new play in global
through our commitment to embed respect for human opportunities for career development.
rights across our company, in the communities in which progress – including
we operate and across our value chains. External partners I’m pleased to share our 2022 Annual Report on decarbonization –
help hold us accountable through third-party human rights Sustainability which highlights our many achievements
impact assessments (HRIA), which are our primary method across the company’s ESG priorities while also and our dedication to
for conducting human rights due diligence. During the suggesting areas where we can improve. We invite continuously advance
year, we completed HRIAs at all five of our Arizona sites all of our stakeholders to review the report and the responsible
and progressed an HRIA at PT-FI which is expected to be share your input as we continue to work together to
completed later in 2023. These assessments play a critical Accelerate the Future, Responsibly. production of our
role in protecting human rights across our operations and products.
host communities and serve as a tool to improve our own
accountability and educate our stakeholders.
6
VIEWS FROM OUR CORPORATE RESPONSIBILITY COMMITTEE (CRC) CHAIR

As the world works to accelerate the transition to cleaner sources of energy, how is FCX working to meet the
growing demand for copper?
Copper plays a critical role in global economic growth, the technologies necessary to improve the quality of life for billions of
people around the world and is essential for the global energy transition. Copper is a core component in nearly every major
clean energy technology – from electric vehicle batteries to solar panels. A recent S&P Global report highlights copper’s
“essential” role in clean energy and states the world needs significantly more copper to advance the energy transition.1
As one of the world’s largest copper producers, FCX plays an important role in meeting this increased demand and
Frances Fragos enabling the energy transition. The members of the CRC and I are committed to providing oversight and guidance to
Townsend management to meet this objective, responsibly.
Corporate
Responsibility The CRC recognizes the interdependencies of growth and sustainability and the importance of effectively managing
Committee Chair environmental and social impacts while supplying copper to a world with increasing requirements for metals. FCX is
one year into its updated sustainability strategy — Accelerate the Future, Responsibly — which is dedicated to this
imperative. The CRC was pleased to receive updates from management throughout the year on numerous ESG priorities
and initiatives in alignment with this strategy, as outlined on page 26 of this report.
What role does the Board and the CRC, in particular, play when it comes to upholding fundamental
commitments like health, safety and well-being?
From both the Board and management perspectives, the safety of our people is a foundational FCX value and our top
priority. The health, safety and well-being of FCX’s workforce is the responsibility of all company leaders, as well as the
Board. The CRC is actively involved in the oversight of the company’s safety performance and strategy on the Board’s
behalf. In addition, the Compensation Committee of the Board incorporates safety performance as a core component of
our executive annual incentive program to help drive improvements and incentivize performance.
The CRC receives safety performance updates from management at every meeting and safety performance is also
reported to the full Board quarterly. Following a contractor fatality at Morenci and a marked increase in recordable
injuries in the first half of 2022, we were even more focused on identifying and addressing emerging challenges.
Management’s analysis of the increase in recordable injuries in 2022 revealed that many of the incidents involved new
employees or employees working under new managers. This challenge is particularly complex in North America where
we experienced a higher than normal turnover rate during the year and face continued labor shortages. These insights
are critical to directing the appropriate resources and training to where they can make the most significant difference in
safeguarding our people.
As a result of this analysis, management has sharpened its focus on safety training specifically for new employees,
and we support management’s renewed emphasis on active engagement by supervisors and leaders in the field.
Management has also been strengthening its oversight and interaction with our contractor workforce to help ensure
they are meeting our high safety expectations.
1. https://www.spglobal.com/marketintelligence/en/mi/info/0722/futureofcopper.html
How do you ensure FCX is respecting human rights and emedding FCX launched its Tailings Stewardship program nearly 20 years ago. The
respect for people across its value chain and in its host communities? program has evolved significantly over the years and today the company
As a global mining company, FCX is dedicated to the recognition, is conforming its program with the Global Industry Standard on Tailings
respect and promotion of human rights wherever we do business. Management (the Tailings Standard). The CRC is actively involved in
FCX’s management understands that creating and maintaining trusting overseeing the company’s implementation of the Tailings Standard and, in
relationships with our host communities, Indigenous neighbors and business 2022, we received an update from management on its progress. We are
partners is essential to our success. pleased to report that management is currently on track to meet the August
2023 conformance timeline for ‘Extreme’ or ‘Very High’ potential consequence
The CRC encourages a proactive approach in enhancing respect for human tailings facilities. The CRC will continue to monitor progress as management
rights across our global operations and amongst our value chain partners and works towards conformance of all its tailings facilities.
fosters open and transparent interaction with management to understand
risks and challenges. During the year, the CRC received several reports from management on
PT-FI’s multi-year human health assessment conducted to evaluate the
To that end, management reported to the CRC in 2022 on its robust ongoing potential community health impacts from exposure to its tailings and other
human rights impact assessment program, most recently across its Arizona mine waste. As summarized in more detail in this report, the human health
sites and ongoing at PT-FI’s Grasberg operations. Management is also working assessment commenced with a comprehensive human health risk assessment
to integrate human rights risk considerations into the earliest stages of new and continued with broad-based community health surveys conducted by
projects including into our traditional risk assessments such as environmental the local health authority with PT-FI’s assistance. While the results of the
and social impact assessments and social baseline studies. The CRC believes human health assessment indicated no correlation between constituents in
this work will help to further embed human rights into our decision-making PT-FI’s tailings management system and impacts to human health, the results
processes and enable more effective prevention of risks. identified important public health interventions needed in the short-term
Management maintains transparency in areas where stronger controls are in the Mimika regency, specifically with regard to malaria prevention, clean
warranted to prevent risks from manifesting. We commend management’s water, maternal health and nutrition. To help address these concerns, PT-FI is
transparency and continued commitment to prioritize the health, safety and working in partnership with the local health authority. The CRC looks forward
well-being of its workforce. to receiving updates on the effectiveness of these iniatives in the future.
There are many environmental challenges and risks facing the copper
mining industry today. What role does the CRC play in overseeing FCX’s FCX published its first sustainability report 22 years ago. We are
priorities and focus in this area?
proud of FCX’s vital role in supplying the world with responsibly
FCX’s environmental management approach is guided by an understanding of
the potential environmental and socioeconomic impacts of our operations and
produced copper. In this year’s report, on behalf of the CRC and
a commitment to develop, maintain and operate projects responsibly. The CRC the Board, I invite you to read about the work FCX does every
believes that one of the most significant potential risks for the mining industry day to drive continuous improvement across our ESG priorities
is effective tailings management. and deliver value to stakeholders.
8
PT-FI's dusae
Nimus remoteligenimi,
operators
conwork
peroabove
esti ulpa
ground
nit to
et queand
safely velitam
efficiently
quis dolupta
operatenitiam
someeosant
of the most
que
sinust ea voluptaque
advanced haulage technology
nat quis mi,
in our
ut aut
mines
as
eosam quunt
hundreds of feet
lautet
below
omnient
ground.
od que consequid
quas aut vid untios aut et fugia pe ium, eum
aborissit que sequam rescid utas dolupta
quatemp orepeli bereius reperupis suntem sunt
OUR
APPROACH
FCX is a leading responsible copper producer — supplying 9% of the world’s We seek not only to responsibly accelerate the future of copper and mining
mined copper. As global decarbonization accelerates, demand for copper is practices, but we also strive to enhance the future for all of our stakeholders,
expected to increase. FCX is committed to meeting growing demand through which is critical to delivering and maintaining shared value. We plan to
our sustainability strategy — Accelerate the Future, Responsibly. continue to act on the critical social and environmental issues facing our
business and our stakeholders with the aim of doing more good for our
Our strategy is underpinned by the recognition that our products are key stakeholders and the planet — not just less harm.
contributors to global progress, including the acceleration of decarbonization
around the world. Accelerate the Future, Responsibly guides us to deliver Accelerate the Future, Responsibly aligns with our core values and
on our company’s business strategy of being Foremost in Copper by supports our company culture, helping to cultivate an ethical and engaged
reinforcing our dedication to continuously advance the responsible production workforce capable of innovating the future of mining and leading our
of our products. It also informs our stakeholders of what we stand for and is a company and industry into a more sustainable and responsible era of mining.
framework that guides our decisions.
10
OUR STRATEGY
Our sustainability strategy is designed to achieve enduring progress, and is comprised of four components: our beliefs, our sustainability pillars, our critical
enablers and our values.
OUR BELIEFS
The ideologies that shape our focus and drive action across our most important priorities:
• Increased global demand for copper should be met responsibly. • Resilience and adaptability are essential characteristics and
We can, and we must, manage our impacts and positively contribute priorities for any organization striving to achieve enduring ESG
within and beyond our operational boundaries as we work to meet the progress. Meeting the world’s changing needs requires a collaborative
world’s needs for our products. culture, the capabilities to evolve, people empowered to innovate and
• The challenges of tomorrow demand innovation. The future of challenge the status quo, and the financial strength necessary to chart
mining and responsible production require ingenuity and evolution new paths and weather any storm. Not only do we apply this internally,
across the value chain. We embrace this fully. but we use the same lens in our work with external stakeholders,
including communities and Indigenous Peoples.
• Rising ESG expectations are an opportunity to create greater
value. We take seriously our commitments to our shareholders and other • Transparency and accountability are crucial to building and
stakeholders and acknowledge the critical link between our sustainability maintaining trust. Trust takes time. It also takes transparency, authenticity
performance and the trust and goodwill we earn from others. Our ESG and a two-way dialogue. We are committed to openly engaging with and
commitments challenge us to continually improve and become a better listening to our stakeholders. We are also committed to transparently
and more productive company. sharing our progress and to being held accountable for our commitments.
Robust Empowered People + Thriving

Governance Resilient Communities Environments
SUSTAINABILIT Y PILLARS
CRITICAL ENABLERS
HEALTHY &
OPERATIONAL COLLABORATIVE RESPONSIBLE
ENGAGED
EXCELLENCE PARTNERSHIPS VALUE CHAINS
WORKFORCE
OUR VALUES: SAFET Y | RESPECT | INTEGRIT Y | EXCELLENCE | COMMITMENT

OUR SUSTAINABILITY PILLARS

Our sustainability strategy also seeks to create greater clarity on the outcomes we are working to achieve
across our three sustainability pillars:
• Robust Governance: Good governance relies upon dedicated leadership that integrates ESG into
everyday operations and business decisions through effective internal structures and processes. We
strive to embed a holistic ESG approach into decision-making by leveraging our internal culture and
regulatory and technical systems and expertise.
• Empowered People & Resilient Communities: People are at the core of our business. We
are committed to supporting the health, safety and well-being of our people, which includes our
Accelerate
workforce, our host communities and Indigenous neighbors. We seek to do this in a manner that the Future,
increases resiliency and empowers people to thrive sustainably in the long term. Responsibly
• Thriving Environments: Mining impacts the natural environment. We work to conduct our
operations with minimal adverse impacts on the environment, and we support the protection of
ecosystems through responsible environmental stewardship. This commitment is embedded in our
management systems and our approach to continuous improvement.
OUR CRITICAL ENABLERS

We seek to deliver our sustainability strategy through four critical enablers:
• Healthy, Engaged Workforce: Empower our people to deliver a • Collaborative Partnerships: Earn and maintain trust with communities
sustainable and innovative mining future. We support our people to work and stakeholders. We proactively and collaboratively engage our host
safely, to acquire new skills, learn and embrace new technologies, and communities, including Indigenous Peoples, to define and build a
to provide opportunities for growth and development within an inclusive common vision for creating shared value.
environment. • Responsible Value Chains: Responsibly deliver our products to
• Operational Excellence: Set the standard for responsible copper the global economy. We seek to embed sustainability, integrity and
and molybdenum production. Continuous improvement enables us compliance across our value chain — both upstream and downstream —
to drive the innovation needed to embrace new approaches, ideas to ensure copper and molybdenum are produced and used responsibly.
and technologies that will help us exceed future operational and ESG
expectations while consistently delivering stakeholder value.
12
OUR VALUES
Our culture is the bedrock of FCX's sustainability strategy, aligning our
core company values to our work. Our core values direct the decisions we
make as a company and as individual employees. These values represent
who we are and how we work — everyone, everywhere, every day.
• Safety
We put safety first — for ourselves, our co-workers and our
communities — by actively promoting safe practices and health and
wellness. No job is so important and no schedule so urgent that time
cannot be taken to plan and perform work in a safe manner.
• Respect
We treat each other and our stakeholders with respect. We value the
diversity, ideas, perspectives and experiences of our employees and
our stakeholders.
• Integrity
We are honest, transparent and responsible, and we do what we
say we will do.
• Excellence
We pursue excellence in our work by taking pride in what we do
and always doing our best. We collaborate to create and implement
innovative ideas and to develop solutions to issues and concerns.
• Commitment
We are committed to contributing to the long-term sustainability
of the environment and communities where we work. We hold
ourselves accountable for our environmental and social performance.
Sierrita operation, Arizona.

AMBITIONS AND PERFORMANCE TARGETS

In alignment with our sustainability strategy and informed by our materiality assessment and ongoing stakeholder engagement, we have identified our key focus
areas and established clear ambitions and performance targets for each area, which are outlined in the tables below. Read more about our 2022 performance in
each of these critical areas in the following sections of this report.
ROBUST GOVERNANCE
FOCUS AREA AMBITION PERFORMANCE TARGET 2022 PERFORMANCE UPDATE STATUS MORE INFO
Human Rights We are an enabling Incur zero gross human rights violations at our operations
1
PT-FI identified three instances of underage workers employed Page 33
partner for the by employees or contractors by subcontractors of our main contractor at the Manyar smelter
respect and project; two of the workers were assigned potentially hazardous
promotion of human work, which on that basis were classified as gross human rights
rights within our violations; FCX and PT-FI take this situation seriously and strictly
own operations and prohibit underage workers
across our value
Complete Human Rights Impact Assessment (HRIA) at Completed in 2022 Page 36
chain
Arizona sites in 2022
Complete HRIA at PT-FI in 2023 Progressed HRIA at PT-FI during 2022 and currently on schedule to Page 36
be completed in 2023
Complete HRIA at Cerro Verde, Colorado operations and Planning stage initiated in 2022 Page 35
Manyar smelter project in 2024
Responsible We work with our Complete supplier sustainability prioritization in 2022 Completed draft prioritization framework Pages 38-43
Supply Chains supply chain and
business partners
to manage and Refine sustainability supplier prioritization and complete Engaged with consultant to benchmark best practices; work will Pages 38-43
promote responsible engagement process for priority categories in 2023 continue in 2023
and sustainable
practices
Ethics & N/A² Comprehensive training on Principles of Business Conduct In 2022, 100% of employees were trained, including a 100% Pages 29-31
Compliance (PBC), including certification of management-level certification rate of management-level employees
employees
Train 90% of selected employees on anti-corruption laws, In 2022, 100% of the employees selected to participate in the Pages 29-31
regulations and company policies and procedures online training completed the course
Achieved/On Track Lagging Missed
1. Gross human rights violation — There is no uniform definition under international law; however, FCX's ongoing data collection and review processes is guided by the United Nations Office of the High Commissioner report, “The
Corporate Responsibility to Respect Human Rights — An Interpretive Guide,” to identify such types of violations. In addition, FCX uses specific interpretation guidance for certain types of violations from various international
organizations such as the International Labour Organization (ILO). Please see page 33.
2. Ambition statements were developed for the eight strategic focus areas determined in our materiality assessment and follow-on sustainability strategy update in 2021. Ambition statements were not developed for compliance
obligations, which continue to be critically important to our business.
14
EMPOWERED PEOPLE & RESILIENT COMMUNITIES

Health & Safety We put safety first — for ourselves, for Incur zero workforce fatalities (employees + For 2022, we regret to report one work-related Pages 46-50
each other and for our communities — by contractors) fatality of a contractor at Morenci
championing a culture of health, safety and
well-being wherever we do business 2022 Target: 0.69 Total Recordable Incident Rate Our TRIR was 0.77 for 2022, which was higher than Pages 46-50
(TRIR1) our 0.69 TRIR target for the year
2023 Target: 0.71 TRIR
Workforce Our culture is safety-focused, respectful and Increase the percentage of women employees, At year-end, women represented 14.2% (compared Page 62
inclusive in order to empower our workforce including representation in managerial roles, to 15% to 13.4% as of year-end 2021) of our global employee
to innovate, adapt and succeed population, 22.2% of our executive management
team and 12.2% (compared to 12.1% as of year-end
2021) of other managerial roles
Continue to assess and enhance equitable In 2022, we completed an updated analysis of our Page 63
pay practices and integrate into annual gender pay equity and living wage assessment,
compensation review which showed a gender pay equity gap ratio of
more than 0.995 to 1 (female employee to male
employee) and that compensation meets living
wage benchmarks
Communities & We work in partnership with our host 2022 Target: $171 million in community Invested $177 million in community programs Pages 76-77
Indigenous communities and Indigenous Peoples investments globally in 2022
to earn and maintain their trust and to
Peoples contribute to long-term shared value and
2023 Target: $203 million in community
investments2
resilience
1. TRIR = ((Fatalities + Lost-Time Incidents + Restricted Duty Incidents + Medical Treatment) x 200,000) / Total Hours Worked.
2. Annual community investment target determined by 1% of the average of the previous 3 years’ annual mining operations revenues.
THRIVING ENVIRONMENTS
Climate We aspire to participate in — and Achieve GHG emissions reduction targets Continued to reduce GHG emissions intensity in the Pages 80-84
positively contribute to — a 2050 net zero by 2030 (vs. 2018 baseline) Americas (2.5% achieved versus 15% target for 2030) and
economy PT-FI (26% achieved versus 30% target for 2030)
Develop GHG emissions reduction targets Developed absolute GHG emissions reduction targets Pages 80-84
for primary molybdenum sites and Atlantic for primary molybdenum sites (35% target for 2030) and
Copper smelter and refinery in 2022 Atlantic Copper smelter and refinery (50% target for 2030)
Significantly advance Science Based Signed SBTi letter of commitment; completed analysis of Pages 80-84
Targets initiative (SBTi) process for 2030 SBTi target criteria relating to our Scopes 1, 2 and 3 GHG
targets in 2022 emissions; conducted strategic review with external firm of
potential sectoral decarbonization approach for copper
Water As responsible water stewards, we focus Conduct site-based review of water supply Conducted a cross-functional water strategy development Pages 85-91
Stewardship on minimizing our impacts on shared sources and use and improve water workshop; reviewed site-level water balance; prepared for
resources, while supporting the long- models to support target setting by end a site-based pilot program in 2023 to evaluate water-related
term resilience of our operations, host of 2023 best practices; began evaluating emerging and existing
communities and the environment technologies that could potentially support future target-
setting, which is now expected to occur after 2023
Biodiversity & We aim to avoid or minimize impacts Formalize and disclose biodiversity Progressed the development of biodiversity management Pages 92-97
Land Use from our operations on biodiversity, management plans at Cerro Verde, El plans
while contributing to the conservation of Abra, Morenci and PT-FI (Grasberg
biodiversity beyond our boundaries operations) by the end of 2023
Tailings We strive to continuously manage, Implement the Tailings Standard at tailings In 2022, continued to advance conformance with the Pages 98-101
Management enhance and innovate our tailings storage facilities (TSFs) with “extreme” or Tailings Standard at our Americas TSFs and are currently on
systems in a manner that minimizes “very high” potential consequences by track to meet the August 2023 timeline for applicable sites1
impacts to stakeholders and the August 2023
environment
Implement the Tailings Standard at all Progressing consequence classification review and Taiings Pages 98-101
other TSFs by August 2025 Standard conformance across sites
Environmental N/A2 Incur zero significant environmental Incurred one significant environmental event at El Abra in Pages 110-111
Compliance events (as identified by our risk register March of 2022
process)3
Incur zero penalties in amounts exceeding Achieved in 2022 Pages 110-111

$100,000
1. Our 2022 performance rating pertains to FCX's implementation progress on the Tailings Management in alignment with the ICMM compliant timelines. For our Copper Mark and ICMM performance expectation evaluations at each
site, we rate ourselves as "Partially Meets" until the site has fully conformed to the Tailings Standard, when it will be rated as "Fully Meets".
2. Ambition statements were developed for the eight strategic focus areas determined in our materiality assessment and follow-on sustainability strategy update in 2021. Ambition statements were not developed for compliance
obligations, which continue to be critically important to our business.
3. Our risk register assessment uses a likelihood and consequence matrix with a scale on each axis from 1 through 4, with 4 being the highest likelihood or consequence. Significant environmental events are defined as those with a
rating of 3 or higher on the consequence scale.
16
STAKEHOLDER ENGAGEMENT
Our approach to stakeholder engagement is characterized by transparency, ENGAGING WITH INDUSTRY & BUSINESS ASSOCIATIONS
collaboration and meaningful dialogue, with the primary goal of fostering FCX is a member of various industry and business associations that provide
mutual understanding, trust and cooperation. We recognize the interests a platform for advancing sustainability. Industry and business associations
and concerns of our various stakeholders can change over time, which can be an important vehicle for furthering industry contributions at the
underscores the need for ongoing and proactive engagement to learn about global, national, regional and local level. We recognize the importance of
these changing needs and expectations. For this reason, we seek to maintain collaboration with other thought leaders to help drive change and progress,
ongoing, constructive and proactive stakeholder engagement programs at which is why we offer expertise to, and partner with, various external
both the corporate- and site-level throughout the year. organizations and industry associations committed to our industry and to
advancing sustainability. This work enables us to understand the views of a
We have a broad range of stakeholders with whom we engage, including variety of stakeholders while also forming industry agreements and positions
shareholders, employees, host communities and Indigenous Peoples, on our responsibilities across ESG areas and throughout our value chains.
customers and suppliers, industry associations, regulators and policymakers, Together with our internal policies, these memberships enable us to take
host governments and nongovernmental organizations (NGOs). Our meaningful action with and for our industry and for our operations.
community engagement takes a variety of forms across our active operations
and new projects, which you can read more about in the Communities & We also believe that industry associations are an important vehicle for
Indigenous Peoples section of this report. collaboration on sustainability and the advancement of the contributions
that our products make to the energy transition. We are conducting an
We believe our dialogue with stakeholders strengthens our company and evaluation of our memberships in various industry and business associations
helps us learn about various perspectives while simultaneously providing globally with the aim of analyzing the alignment between our climate-related
an opportunity to share information about our strategy, practices and commitments and aspirations and the positions and commitments of those
performance. These conversations inform management’s decision-making and associations. We aim to complete this work later in 2023. For more information,
the Board of Director's (Board) oversight, particularly in relation to our policies, please see the Contribution section of our 2021 Climate Report.
practices, programs and initiatives.
The following table outlines our participation in several of these initiatives
We also believe that effective stakeholder engagement can help reduce our and related commitments to external standards. For more information on our
sustainability-related risks by identifying them early and enabling us to work in memberships and commitments, please refer to the Sustainability section of
partnership to address them, ultimately supporting our efforts to make positive our website.
contributions to society. With dedicated oversight from the Board’s Corporate
Responsibility Committee (CRC) and the company’s cross-functional
Sustainability Leadership Team (SLT), many individuals within the company
have responsibility for engaging with different stakeholder groups. We seek to maintain ongoing,
constructive and proactive stakeholder
engagement programs.
INDUSTRY ASSOCIATIONS & COMMITMENTS

The International Council on Mining & Metals (ICMM) is dedicated to a safe, fair and sustainable mining and metals industry, aiming continuously to strengthen
ESG performance across the global mining and metals industry. As a member company, FCX is required to implement the 10 Mining Principles which define good
ESG practices, and associated position statements, while also meeting 39 performance expectations. FCX was a founding member of the ICMM in 2001, and
FCX’s Chairman and CEO served as Chair of ICMM from 2008 to 2011 and 2020 to 2022.
The International Copper Association (ICA) brings together the global copper industry to develop and defend markets for copper and to make a positive
contribution to sustainable development through greater use of copper in applications that support sustainability. FCX has been a member since its inception
in 1989. FCX’s Chief Administrative Officer served as Chair of the ICA Board of Directors from 2020 to 2022.
The International Molybdenum Association (IMOA) was founded in 1989, and its members represent approximately 95% of molybdenum mine production
and almost all conversion capacity outside of China. IMOA raises awareness of molybdenum by promoting its applications in alloys among fabricators,
engineers, designers and material specifiers. FCX is a member of IMOA.
Founded in 2019, the Copper Mark is an independent, multi-stakeholder based organization with a comprehensive responsible production assurance
framework, developed specifically for the copper industry. The Copper Mark addresses 32 ESG risk areas using a third-party validation system that has been
extended to additional base metals, including molybdenum and nickel. FCX has achieved the Copper Mark at all 12 of its copper producing sites globally and
has achieved the Molybdenum Mark at its two primary molybdenum mines and at its four copper mines that produce by-product molybdenum.
GLOBAL BUSINESS COMMITMENTS
The UN Global Compact is a voluntary, corporate sustainability initiative of CEO commitments to implement universal sustainability principles and to support
the Sustainable Development Goals (SDGs). FCX became a supporting member in March 2020 and seeks to contribute to achievement of the SDGs in the
communities where FCX operates as well as through the commodities FCX produces.
UNITED NATIONS
The United Nations Guiding Principles on Business & Human Rights (UNGPs or Guiding Principles) are the global standard on business and human rights,
providing guidelines for companies to prevent and address the risk of adverse human rights impacts related to their business activities. FCX’s human rights
GUIDING PRINCIPLES
ON BUSINESS
& HUMAN RIGHTS
policy includes a commitment to the UNGPs.
The Extractive Industries Transparency Initiative (EITI) is the global standard to promote transparent and accountable governance in the extractives sector.
FCX supports EITI’s goal of promoting beneficial ownership transparency globally and has been committed to the EITI since 2008.
Extractive Industries
Transparency Initiative
The Voluntary Principles on Security and Human Rights (VPs) is a multi-stakeholder initiative that promotes implementation of principles that guide
companies in providing security for their operations while also respecting human rights. The VPs are the guidelines for FCX’s security programs. FCX was a
founding member of the VPs in 2000 and remains an active member today, reporting annually and participating in plenary sessions on the VPs.
The Wildlife Habitat Council (WHC) promotes and certifies habitat conservation and management on corporate lands through partnerships and education.
FCX has been a member of the WHC since 2006.
Business Roundtable is an association of CEOs from leading U.S. companies working to promote a thriving U.S. economy and expanded opportunity for all
Americans through sound public policy. FCX’s Chairman and CEO, Richard Adkerson, is a member of the Business Roundtable.
18
POLITICAL ENGAGEMENT
We are committed to the highest level of ethical and legal conduct and transparency regarding our political activity
and spending practices. This commitment also includes rigorous compliance with applicable laws and regulations.
We exercise our right and responsibility to participate in public policy matters by following public matters that are
important to us and interacting, where appropriate, with elected and appointed government officials, regulators and
their staff.
Our membership in trade associations and other organizations provides information and assistance with policy issues
of concern to us. When we join a trade association, we do so because we believe the association generally represents
the company’s best interests, although importantly, our membership does not mean we support or agree with an
association’s position on every issue. As a matter of practice, we do not delegate our voting power to trade associations
or other organizations without completing our own due diligence on matters of importance.
Outside the U.S., we have significant operations in Chile, Indonesia, Peru and Spain. We work cooperatively with local,
regional and national governments, and with supranational bodies such as the European Union (EU) wherever we
have operations.
From time to time, issues may arise in these jurisdictions that affect our operations. With agreement from senior
management, we may engage in dialogue with government officials on issues that affect our business goals and
objectives, including the jobs that our businesses add to and support in local economies. Internationally, we engage
only in non-partisan political activity and spending as permitted by, and in strict compliance with, applicable laws and
regulations, including the U.S. Foreign Corrupt Practices Act (FCPA), on which employees are trained and empowered
to report potential violations.
The company’s political activity and spending practices are overseen and approved by senior management. In addition,
the Board’s CRC reviews annually our political activity and spending practices. Our political spending is also subject to
legal review.
We do not make corporate contributions to individual political candidate committees. In Colorado and New Mexico, we
may make corporate contributions to certain independent expenditure committees, which do not contribute to candidate
committees but can indirectly support or oppose candidates by funding campaign expenditures not controlled by or
coordinated with any candidate. Separately, we sponsor a federal political action committee (PAC) as well as PACs in
the states in which we operate. All FCX-affiliated PACs are fully compliant with applicable laws and regulations, and their
activities are bipartisan. Political spending by these PACs is solely funded by the voluntary individual contributions of their
members. Information on our political contributions is publicly available on the Corporate Governance section of our website.
Safford is a mine-for-leach operation in Arizona that

produces copper cathode. The operation consists of
three open pits, including the Lone Star open-pit.
MATERIALITY
Our broad, ongoing stakeholder engagements are fundamental to informing our Additionally, we recognize three critically important focus areas as cross-
understanding of the most critical and material topics for our business from an cutting themes that underpin all other areas of our work including: (1)
external perspective. On an annual basis, we aim to review our material topics to Governance, Compliance and Ethics, (2) Risk Management, and (3) Resilience
ensure relevance — either through an internal review or through formal, external and Adaptation. Three other material topics (Air Emissions (Pollutants), Waste
materiality assessments. Not only are these regular reviews and assessments Management (Non-Tailings) and Product Stewardship) were also included
important in determining the critical issues for inclusion in our sustainability in our materiality assessment, and while they are not explicitly included in
reporting, but they also help to delineate the most important topics for our our strategic focus areas, we plan to continue to maintain and monitor our
stakeholders and our business through a strategic lens. efforts across these areas of work. We periodically review and discuss relevant
updates to our materiality assessment with the SLT and we plan to periodically
In 2021, we conducted a robust, externally-led materiality assessment to conduct an external, comprehensive update to our materiality assessment.
help identify, understand and prioritize our current, near-term and emerging
sustainability issues. After defining potentially material topics based on various
sustainability reporting standards such as GRI, ICMM, Copper Mark and
SASB, and compared to criteria in the S&P Global Corporate Sustainability
Assessment and industry peer performance, we conducted an assessment that
TOPICS GROWING
included extensive consultation with both internal and external stakeholders ENVIRONMENT SOCIAL GOVERNANCE CROSS-CUT TING
IN IMPORTANCE
across the business and value chain to identify the topics of greatest
importance to each stakeholder group. Representatives of our senior leadership, HIGHEST
MOST MATERIAL TOPICS
internal subject matter experts, shareholders, customers, suppliers and NGOs CORPORATE
INCREASING IMPORTANCE TO STAKEHOLDERS

GOVERNANCE,
participated in the consultation through interviews and surveys. The results ETHICS &
COMPLIANCE
of the materiality assessment, as outlined in the materiality matrix to the right, CARBON
EMISSIONS &
were presented to and approved by the SLT. The SLT reviewed and approved ENERGY USE WORKFORCE HEALTH
& SAFETY
the materiality matrix again in early 2023 to ensure that it still appropriately HUMAN RIGHTS COMMUNITY
RELATIONS & TAILINGS
reflects the evolving sustainability landscape and our priority focus areas. Both BIODIVERSITY
& LAND USE WATER
ENGAGEMENT MANAGEMENT
(INDIGENOUS
the SLT and senior management also contributed directly to the development of RESPONSIBLE
STEWARDSHIP
PEOPLES)
RISK MANAGEMENT
our updated sustainability strategy in 2022, including our strategic focus areas. AIR EMISSIONS
SUPPLY CHAIN
(POLLUTANTS) HUMAN CAPITAL MANAGEMENT
Strategic Focus Areas RESILIENCE & ADAPTATION

Informed in part by our materiality assessment and sustainability strategy LOCAL ECONOMIC DEVELOPMENT
update in 2022, our core strategic focus areas include the following: WASTE MANAGEMENT
(NON-TAILINGS) PRODUCT
STEWARDSHIP
• Robust Governance: Human Rights and Responsible Supply Chains;
• Empowered People & Resilient Communities: Health & Safety, INCREASING IMPORTANCE TO FCX HIGHEST
Human Capital Management and Communities & Indigenous Peoples
Note: The term “materiality,” as used in this report, is based on a different definition of materiality than
(which includes local economic development); and used in U.S. securities laws and other legal regimes. Please refer to Cautionary Statement on Page 113 of
this report.
• Thriving Environments: Climate, Biodiversity & Land Use, Tailings The 2023 review of our materiality assessment identified Human Capital Management as a topic of
Management and Water Stewardship. growing importance.
20
OUR STRATEGY IN ACTION: RESPONSIBLE PRODUCTION

Consistently executing our sustainability strategy means integrating sustainability into everything we do and
enhancing our focus on responsible production. We are proud to play a leading role in setting the industry
benchmark for responsible copper production by collaborating with stakeholders to innovate and drive change.
Defining and implementing responsible production at FCX is an iterative process with continuous improvement
at its core. We aim to drive responsible production practices throughout our operations by identifying the
commitments and the corresponding responsible production frameworks that we believe will move the
industry forward and help to meaningfully advance our operations and supply chains. These commitments
include our strategic focus areas and related ambitions and performance targets, as well as commitments such
as the UNGPs, the VPs and the Task Force on Climate-related Financial Disclosures (TCFD), among others.
Ongoing stakeholder engagement is fundamental to informing our policies and processes as well as the
voluntary commitments to which we subscribe.
We then integrate these commitments, policies and practices into our risk register process, which drives
our actions. Regular measurement and reporting support our understanding of our current performance,
including any gaps, and the actions we need to take to improve. Third-party validation of the implementation
of our commitments at our operating sites and at the corporate level provides validation of our actions. At the
foundation of this iterative process is robust governance, which is critical to embedding responsible production
across the business. The graphic below depicts this process.
GOVERNANCE
POLICIES
& PRACTICES
MEASURE
RISK REGISTER ACTIONS
& REPORT
STAKEHOLDER VOLUNTARY
ENGAGEMENT COMMITMENTS
VALIDATION
Geologist at our Safford operation, Arizona.
THE COPPER MARK

The Copper Mark is a comprehensive assurance framework that promotes responsible production practices. It is the first and COPPER MARK
only framework developed specifically for the copper industry. The Copper Mark was initiated by the ICA, of which FCX is a STATUS BY SITE
member, in conjunction with various stakeholders including financial institutions, commodities exchanges, NGOs, OEMs and AWARDED
copper fabricators. The Copper Mark is now a separate entity from ICA and governed by an independent board, which includes
NGO participation and a multi-stakeholder advisory council. To achieve the Copper Mark, sites are committed to adhering to Atlantic Copper smelter & refinery (Spain)
Bagdad mine (AZ)
internationally recognized responsible operating practices and specifically to a detailed framework covering 32 issues across
Cerro Verde mine (Peru)
five ESG categories developed by the Responsible Minerals Initiative’s Risk Readiness Assessment. The Copper Mark requires Chino mine (NM)
an independent external assurance process to assess conformance across the 32 issues at each site. Awarded sites are El Abra mine (Chile)
required to be revalidated by the Copper Mark every three years and communicate routinely with the organization on action El Paso refinery & rod mill (TX)*
plans to meet any “partially meets” criteria. Miami smelter, mine & rod mill (AZ)
Morenci mine (AZ)
FCX has achieved the Copper Mark at all 12 of its copper producing sites globally, including most recently at PT-FI in February PT-FI mine (Indonesia)
2023. In addition, following the extension of the Copper Mark framework to molybdenum producers in 2022, our two primary Safford mine (AZ)
Sierrita mine (AZ)
molybdenum mines and our four copper mines that produce by-product molybdenum were awarded the Molybdenum Mark.
Tyrone mine (NM)
FCX played a leading role in the development of the Copper Mark by actively participating in the organization’s multi-
stakeholder processes to further develop and work toward achieving its short- and long-term goals for growth. We continue to MOLYBDENUM MARK
STATUS BY SITE
encourage our stakeholders, peers, customers and downstream users to join, collaborate and promote uptake of the Copper
Mark validation process globally, with the ultimate goal of transparently demonstrating responsible production all the way to the AWARDED
end user. Learn more about the Copper Mark on our website and view our site-level assessment reports at coppermark.org. Bagdad mine (AZ)**
Cerro Verde mine (Peru)**
COPPER MARK CRITERIA CATEGORIES:
Climax mine (CO)
Henderson mine (CO)
GOVERNANCE LABOR RIGHTS ENVIRONMENT COMMUNITY HUMAN RIGHTS
Morenci mine (AZ)**
14
Environmental Risk 23
Community Health & Sierrita mine (AZ)**
1
Legal Compliance 5
Child Labor 26
Human Rights
Management Safety
15
Greenhouse Gas (GHG) LETTER OF COMMITMENT
2
Business Integrity 6
Forced Labor 24
Community Development 27
Security & Human Rights
Emissions
7
Freedom of Association 25
Artisanal & Small-scale 28
Indigenous Peoples' Fort Madison (IA)
3
Stakeholder Engagement 16
Energy Consumption
& Collective Bargaining Mining Rights
Rotterdam (Netherlands)
17
Freshwater Management 29
Land Acquisition &
4
Business Relationships 8
Discrimination Stowmarket (United Kingdom)
& Conservation Resettlement
9
Gender Equality 18
Waste Management 30
Cultural Heritage *El Paso has been awarded the Nickel Mark
31
Due Diligence in Mineral in addition to the Copper Mark
10
Working Hours 19
Tailings Management **Indicates sites that produce molybdenum
Supply Chains
as a by-product
32
Transparency & Note: Status is as of April 20, 2023
11
Remuneration 20
Pollution
Disclosure
21
Biodiversity & Protected
12
Occupational Health
Areas
13
Employee Grievance 22
Mine Closure &
Mechanism Reclamation
22
ICMM PERFORMANCE EXPECTATIONS

ICMM is an organization dedicated to a safe, fair The risks included in the risk register are mapped to our external commitments,
and sustainable mining and metals industry. As a including all 39 ICMM performance expectations and the Copper Mark’s
founding member, FCX has been a leader for over 32 ESG requirements. Our risk register assists our teams to identify and
20 years, and FCX’s Chairman and CEO served as Chair of ICMM from prioritize the most significant risks to our business and our stakeholders. We
2008-2011 and 2020-2022. ICMM member companies are required to work cross-functionally to implement our various commitments, and our risk
comply with its 39 performance expectations and its 10 Mining Principles register enables site-level management teams to focus on priorities while
for sustainable development. These expectations, along with topic-specific promoting globally consistent implementation across our operations. In 2022,
position statements and assurance and validation requirements, define we developed and implemented a new digital solution to transform the risk
ICMM’s membership commitments. The 39 performance expectations must register into a more effective tool, enabling sites to easily share identified risks
be validated by a third-party at the site level with annual activities published, and action plans while digitally connecting identified risks to other tools in the
including how expectations will be met. system, such as action plans, stakeholder maps and incidents.
RISK MANAGEMENT Enterprise Risk Management

We implement several processes to identify and assess ESG-related Enterprise level risks are identified and assessed through our ERM program,
risks, including our sustainability risk register process, our Enterprise Risk designed to provide cross-functional executive insight across the business to
Management (ERM) program and our global climate scenario analyses. identify and monitor risks, opportunities and emerging trends that can impact
our strategic business objectives. Our ERM program provides the Board with
Risk Register information about the company’s enterprise risk profile and allows the Board to
We translate our responsible production commitments to everyday work assess and monitor the risks over the short, medium and long term, both within
through the use of our sustainability risk register process (risk register) which and outside our operational boundaries.
identifies, prioritizes, manages and tracks sustainability risks and actions at the
corporate-and site-level. Defined in a global standard operating procedure, the Our ERM management committee is comprised of senior leaders with
process uses a risk assessment matrix to prioritize risks by both their likelihood responsibility across operations and core business functions, and with a breadth
and consequence, based on customized impact definitions by functional area of knowledge, influence and experience covering the risks the company faces.
to drive action. All risks require annual review, and detailed action plans are The ERM management committee reports to our president and periodically
prepared for those rated as actionable. provides reports on, among other things, business strategy, geopolitical trends,
markets, people, innovation and cybersecurity risks, to the audit committee, the
Sites use the risk register to identify risks and opportunities in relation to their CRC and full Board.
operation and stakeholders. The risk register prioritizes risks that could have
negative consequences to our business and our stakeholders in areas such The ERM management committee is responsible for providing input and
as health and safety, human rights, environmental management, community oversight on the ERM program, which seeks to link our global operations and
development and economic impact. It also enables sites to identify and business functions to (1) identify enterprise risks and opportunities, (2) analyze
prioritize opportunities that could have positive consequences. Once the and prioritize risks, (3) review risk control environments, including through
risks and opportunities are prioritized, action plans are developed. The risk internal audit, and determine additional management actions where warranted,
register and these plans are the foundation of internal and external assurance and (4) monitor and report progress. Key ESG-related risks are included in the
processes at both the corporate level and operating sites. ERM program.
INTEGRATING RESPONSIBLE PRODUCTION INTO GROWTH PROJECTS

As the world transitions to a lower-carbon economy, demand for copper Since its inception in 2011, we have undertaken reviews and implemented
is expected to increase. We seek to support this increased global demand, actions for 38 projects. Key focus areas identified at different project stages
responsibly. We employ a variety of baselining and risk management tools have included: access to water, energy and materials, potential impacts
to identify and evaluate the potential sustainability-related impacts of our to hydrology, air quality, biodiversity, human rights, community receptivity,
operations. Together, these tools help us characterize the current social, economic impacts, and land acquisition and resettlement.
economic and environmental conditions and provide a baseline against
which we can measure our performance over time. We applied this process during the design phase of our Manyar smelter
project and precious metals refinery in Indonesia and are making regular
We perform Environmental and Social Impact Assessments, which updates during the construction phase. The project and corporate teams
identify potentially affected stakeholders and potential impacts from the outset are working to address a number of actionable risks and opportunities,
of new projects. We are currently working to integrate human rights impacts including risks to cultural heritage, climate change, water and human rights
into these assessments to be better informed about impacts to people from among others.
growth projects.
The process complements the risk register process and serves as a key input
As part of the internal risk review process, the Project Development to the risk register once a project is operational, enhancing the integration of
Sustainability Review considers sustainability issues during the evaluation, sustainability into decision-making across the company.
and implementation of, potential expansion and development projects. The
Project Development Sustainability Review process enables us to identify,
prioritize and proactively manage potential risks before a project begins and
throughout its development. The process is applied during the early stages
of mine expansion and project development, particularly during scoping,
prefeasibility and feasibility stages so that risks may be adequately addressed
early and continuously throughout. The process also supports preparation for
future closure of operations.
As global decarbonization
accelerates, demand for
copper is expected to increase.
During the year, we continued to

progress construction of the Manyar
smelter project near Surabaya, Indonesia.
24
In 2022, we committed to formal collaboration

with Caterpillar’s Early Learner program and
Komatsu’s GHG Alliance, both of which are
focused on the development and advancement
of zero-emissions mining trucks and supporting
technologies and infrastructure. Heavy duty
truck shop at our Sierrita operation, Arizona.
ROBUST GOVERNANCE
FCX's governance structures are the foundation for delivering consistent, Accountability on ESG extends to the highest levels of the company, including
long-term stakeholder value, and they reflect our commitment to ESG matters to our Chairman and CEO, with active oversight from our Board. Across
and their importance to every aspect of our company. our workforce, expectations are consistently expressed through purposeful
leadership, clear policies and rigorous training.
FCX has designed and implemented rigorous policies and processes that
drive broad engagement with and strong accountability from company These expectations embody the company’s commitment to ethical and legal
leadership on our ESG commitments. These policies and processes support conduct in all business practices and activities. Operating ethically and acting
our efforts to embed sustainability into company practices and integrate ESG with integrity go beyond complying with laws and regulations to recognizing
into everyday decision making. that the decisions we make as a company have an impact on others. That is
one of the reasons why FCX's commitments extend beyond the boundaries of
Our governance structures support our focus on transparency, which we our operations, to advance the respect and promotion of human rights, raise
recognize is essential to building — and maintaining — enduring trust with the standards for our industry and drive responsibility across our value chains.
stakeholders. We are committed to reporting on our ESG performance
regularly, including through third-party assurance frameworks. We also seek Through our governance structures, we work to earn the respect, trust and
to update and strengthen our governance structures so that we can continue confidence of our stakeholders by establishing and living up to the highest
to meet evolving stakeholder expectations. standards of responsible performance.
26
GOVERNANCE
WHY IT MATTERS 2022 KEY ESG TOPICS
Effective governance aligns a company’s purpose, policies and practices to inform robust decision making. Strong Board Meetings
governance is essential to achieving ESG commitments and integrates ESG broadly across a company by instituting • Workforce health and safety
procedures that drive engagement and accountability at the highest levels. • ESG shareholder engagement
OUR APPROACH feedback and ESG update
Sustainability is embedded in FCX's values and business strategy. Governance and oversight of sustainability • Workforce inclusion and diversity update
ultimately resides with the Board, with day-to-day oversight by the executive leadership and site-level • Annual adoption of UK Modern
management teams. Good governance requires focused and consistent leadership to ensure FCX's values and Slavery Act Statement
sustainability strategy are integrated into everyday operations and business decisions. We have the structure
and processes in place to facilitate effective decision making and advance our stakeholders’ long-term interests. Corporate Responsibility
Given the breadth and complexity of sustainability issues, our governance structure seeks to leverage our internal Committee Meetings
regulatory and technical expertise to identify sustainability-related risks and opportunities through the effective • Workforce health and safety
management and oversight of an interdisciplinary team. • Climate strategy and performance update
BOARD OF DIRECTORS • Human rights program, including
The Board oversees and guides the company’s business strategy and monitors the development and management progress on human rights impact
of risks that impact the company’s strategic goals, including sustainability-related risks. In its risk oversight role, the assessments (HRIAs) and annual
Board reviews, evaluates and discusses with appropriate members of management whether the risk management adoption of UK Modern Slavery
processes designed and implemented by management are adequate in identifying, assessing, managing Act Statement
and mitigating material risks facing the company, including financial, international, operational, social and • Tailings management, including progress
environmental risks. As part of our governance practices, the Board has a lead independent director with clearly implementing the Global Industry
defined responsibilities, providing an effective balance between strong company leadership and appropriate Standard on Tailings Management in
safeguards and oversight by independent directors. the Americas
• Update on PT-FI’s human health
Certain areas of the Board’s risk oversight are delegated to its four standing committees: Audit, Compensation,
assessment
Corporate Responsibility, and Governance. Each of these committees is composed entirely of independent directors
and regularly reports to the full Board. Committee charters define the roles and responsibilities of each committee • Water strategy and resilience update
within the company’s governance framework. Our Corporate Governance Guidelines, along with the charters of • Social performance and charitable
our four standing Board committees, provide FCX's governance framework and reflect the Board’s commitment to contributions
monitor the effectiveness of policy, decision making and performance at both the Board and management levels.
• Political spending review
Throughout 2022, our Board continued to exercise its active oversight role, with continued focus on the company’s • Responsible sourcing of minerals
health and safety performance, climate strategy and related progress, as well as other matters. The Board met program update
six times in 2022 and also received regular communications throughout the year from our Chairman and CEO on
various topics including key ESG-related matters. Compensation Committee Meetings
• Workforce health and safety
• Workforce recruitment, retention
and development update
BOARD OVERSIGHT OF ESG BOARD OF DIRECTORS

The CRC, on behalf of the Board, oversees the company’s environmental
and social policies and implementation programs and related risks. The Corporate
Audit Compensation Governance
CRC reviews the effectiveness of the company's strategies, programs, Responsibility
Committee Committee Committee
and policy implementation with respect to health and safety, responsible Committee
production frameworks, climate, tailings management and stewardship, water
stewardship, biodiversity and land management, waste management, human
EXECUTIVE LEADERSHIP
rights, stakeholder relations, social performance and Indigenous Peoples,
responsible sourcing, and political activity and spending practices. During
SUSTAINABILITY LEADERSHIP TEAM
2022, the CRC had four regularly scheduled meetings.
OPERATIONS CORPORATE
Additionally, each of the Audit, Governance and Compensation Committees
oversee key ESG matters. The Audit Committee oversees our global compliance
program and corporate compliance procedures and our information technology Business Unit Senior Leadership
Presidents Functional Departments
and cybersecurity processes and procedures. Additionally, tax matters are
included within the audit committee's financial oversight responsibilities. The
Governance Committee maintains our Corporate Governance Guidelines
and oversees our corporate governance practices and procedures. The SITE GENERAL MANAGERS FUNCTIONAL DEPARTMENT DIRECTORS
Compensation Committee oversees our human capital management policies,
programs, practices and strategies, including those relating to workforce
recruitment, retention and development, pay equity and inclusion and diversity. GLOBAL SUSTAINABILITY NETWORK
Effective governance
aligns a company’s
purpose, policies and
FCX's Chairman and CEO
visits with colleages at our practices to inform robust
Manyar smelter project
near Surabaya, Indonesia. decision making.
28
37+38+1510J
EXECUTIVE SUSTAINABILITY LEADERSHIP
G 10%
Our Chairman and CEO has ultimate responsibility for the company’s ES
sustainability performance, with active oversight from the Board. Our cross- Sustainability 37.5%
%
Financial
25
functional Sustainability Leadership Team (SLT) includes members of
management tasked with defining the sustainability strategy and implementing 15%
our sustainability policies, systems and programs across the organization Safety
to achieve integrated decision making for responsible production and
performance. 2022
ANNUAL INCENTIVE
The SLT is sponsored by our Chief Administrative Officer and is led by our PROGRAM
Chief Sustainability Officer, with active participation from other members of
the SLT, including our five business unit presidents. SLT membership also 37.5%
includes senior leadership from functional groups including health and Operational
safety, security, supply chain, human resources, sales, legal, compliance,
sustainability and finance.
In 2022, the SLT met nine times and members of the SLT regularly reported to
executive leadership, including our Chairman and CEO and our president. In
addition, members of the SLT regularly report to the relevant Board committees
on key ESG matters and periodically report to the full Board.
Executive officers are held accountable for the company’s ESG performance
in part through the company’s performance-based annual incentive program
(AIP) via pre-determined ESG metrics aligned with our key ESG commitments
and priorities. In 2022, ESG metrics collectively accounted for 25% of the AIP
(15% safety and 10% sustainability), with the sustainability metric including
the Copper Mark, climate, human rights, tailings management and workforce
inclusion and diversity priorities.
Our Chairman and CEO has

responsibility for the company’s
sustainability performance, with
active oversight from the Board.
BUSINESS CONDUCT & POLICIES

WHY IT MATTERS
Integrating responsible practices across a company with global operations
requires comprehensive and disciplined efforts. Codifying Principles
of Business Conduct (PBC) and policies helps ensure that a workforce
understands behavioral expectations and has the tools and resources
necessary to comply with a company’s stated principles and policies.
OUR APPROACH
FCX is guided by its PBC, the cornerstone of our commitment to ethical
business practices. It defines the expected behavior of all our employees
and the Board and sets forth the global principles that our workforce must
follow in all activities — from complying with laws, to avoiding conflicts of
interest, to treating colleagues and stakeholders with dignity and respect. The
PBC highlights our core values — Safety, Respect, Integrity, Excellence and
Commitment — and provides guidance for the application of these values to
our business.
Our PBC and Corporate Governance Guidelines, along with the charters
of our Board committees, provide the framework for the governance of our
company and reflect our commitment to monitor the effectiveness of policy
and decision making at both the Board and management levels.
We conduct comprehensive annual training on our PBC, including certification

by management-level employees and induction training for all new employees.
This process consists of in-person or computer-based training, requiring
employees to certify both their understanding of, and compliance with, the
PBC and to report any known or suspected instances of non-compliance.
The training covers health & safety concepts, addressing harassment &
discrimination, dealing with inappropriate behavior, preventing conflicts of
interest and retaliation from co-workers, and reminds employees how to
raise concerns via the Compliance Line. Managers and supervisors also are
responsible for ensuring their direct reports understand these principles.
View more data in

the Performance Team member at El Paso
Data Section rod and refining, Texas.
30
POLICIES & PRACTICES

Our PBC, together with our global policies and practices, details our expected Inclusion & Diversity
behaviors and commitments to our stakeholders. Descriptions of FCX's key Outlines our commitment to fostering a culture that is safety-focused,
policies are provided below, and complete policies are available in local respectful, inclusive and representative of the communities where we operate.
languages on the Corporate Governance section of our website. It also describes how we advance our inclusion and diversity principles in the
work we do.
Anti-Corruption
Establishes FCX's zero tolerance policy for any form of corruption, private- Political Activity & Spending Practices
or public-sector, and prohibits facilitation payments worldwide. Outlines Sets forth our expectations regarding political activity and spending. It applies
procedures to comply with the FCPA and other relevant anti-corruption laws to FCX and its affiliated political action committees.
in all countries where we operate.
Responsible Sourcing of Minerals
Business Partner Code of Conduct Outlines our commitment to producing and sourcing minerals and metals
In 2022, we expanded our Supplier Code of Conduct to a Business Partner responsibly, including respecting human rights; preventing bribery, fraud and
Code of Conduct. Based on our PBC, it outlines our expectations for our corruption; and implementing the Organisation for Economic Co-operation
business partners and supports our commitment to only do business with and Development (OECD) Due Diligence Guidance for Responsible Mineral
business partners, including suppliers and contractors, who meet the Supply Chains in Conflict-Affected and High-Risk Areas.
standards we set for ethical business conduct.
Safety & Health
Environmental Establishes our objective of zero workplace fatalities, injuries and occupational
Outlines our commitment to minimize the environmental impact of our illnesses, as well as benchmarks to evaluate our performance. The policy also
operations, using risk management strategies based on valid data and sound addresses the implementation of safety and industrial health audits at our
science and, where practicable, to protect and enhance the quality of the operations on a regular basis.
environment in areas where we operate. The policy also outlines our duty
to continuously improve the environmental performance of our operating Social Performance
sites through ISO 14001 management systems and our commitment to no Recognizes the vital role of stakeholder engagement and Free, Prior and
mining and exploring in United Nations Educational, Scientific and Cultural Informed Consent (FPIC). Calls for collaboration with communities, including
Organization (UNESCO) World Heritage sites. indigenous and vulnerable populations, to avoid, minimize, mitigate and
remedy adverse impacts and pursue opportunities to maximize benefits.
Human Rights
Outlines our commitment to respecting internationally recognized human Tailings Management
rights standards, especially with respect to our workforce, host communities Outlines our ongoing commitment to managing tailings responsibly, including
and Indigenous Peoples as well as cultural heritage. It also covers protecting the health and safety of our workforce, host communities and the
implementation of the United Nations Guiding Principles on Business and environment. The policy affirms our goal of zero fatalities, zero catastrophic
Human Rights. The Voluntary Principles on Security and Human Rights (VPs) failures and zero unplanned discharges from any of our tailings facilities
are the guidelines for our security programs. globally and addresses the implementation of the Global Industry Standard on
Tailings Management for our tailings storage facilities in the Americas.
ANTI-CORRUPTION
FCX recognizes that any violation of the FCPA or other anti-corruption and We perform annual company-wide program and risk assessments with
anti-bribery laws of any of the jurisdictions in which we operate could result assistance from our internal audit firm, Deloitte, and specialized external legal
in significant criminal or civil fines and penalties, litigation, loss of operating counsel, who both contribute to the following year’s assessment strategies.
licenses or permits, as well as significant reputational damage. Business controls resulting from periodic fraud risk assessments are tested
and reviewed annually at our corporate offices as well as at PT-FI, Cerro Verde,
FCX has zero tolerance for corruption of any kind. In addition to our El Abra and Atlantic Copper.
employees, we hold our business partners to this same standard. We do
not obtain any business advantage through bribery, improper payments, COMPLIANCE LINE & WORKFORCE GRIEVANCE MECHANISMS
kickbacks, or any other illegal means. No employee or business partner may Our Compliance Line, along with our other reporting mechanisms, provides
offer, pay, solicit, or accept bribes in any form, including facilitation payments. guidance and assistance to our workforce on any questions or concerns
related to our PBC, policies or procedures. To encourage our workforce to
Over a decade ago, FCX set out to modernize and grow our compliance report potential violations of business conduct, our Compliance Line permits
function. The program today covers regulatory compliance in areas such as anonymous reporting. Our business partners are also encouraged to use
anti-corruption, international trade controls, conflicts of interest, discrimination the Compliance Line, as detailed in our Business Partner Code of Conduct.
and sexual harassment, forced labor and other subjects addressed in our PBC. For information on community grievance mechanisms please refer to the
Overall, the program is designed to identify potential problems before they occur. Communities & Indigenous Peoples section.
The company has a comprehensive anti-corruption infrastructure, designed to Compliance Line reports are investigated and acknowledged to the reporting
detect, mitigate, and remediate violations of legal and regulatory requirements. party, and, if substantiated, the appropriate disciplinary action is taken, up to
Our Anti-Corruption Policy and internal guidelines require compliance with the and including termination of employment. In addition to reporting through the
FCPA and other applicable laws of the countries and jurisdictions where we Compliance Line, we encourage our workforce to engage directly with human
operate. In addition to our mandatory annual PBC training, we provide annual resources or compliance team members at the site level to address topics
anti-corruption training for specific groups of employees, based on their roles, best understood by those with local knowledge. In 2022, we received 372
using a risk-based approach. In 2022, 100% of selected employees completed Compliance Line reports, many of which were human resource-related and a
the online training course. quarter of which were duplicative. Approximately 15% of reports received were
Given the potential legal and reputational liability that could result from substantiated.
actions of our business partners and contractors under the FCPA and In addition, for workplace-related grievances, our workforce can report
other laws, the company operates an online due diligence platform, the information to the compliance department either via the phone, email or web
Freeport Compliance eXchange (FCeX). FCeX is a survey-based software portal. Reports are documented, reviewed and assigned for investigation,
platform designed to assess risk in the areas of anti-corruption, international as appropriate. Our global human rights team is engaged for human rights-
trade, human rights and responsible sourcing, and includes a number of related complaints. Throughout the process, management is briefed on the
sustainability-related questions. FCeX enhances our ability to identify, assess nature of the complaints and investigative results. Employees dissatisfied with
and mitigate these compliance risks. The survey is utilized for new vendors as the outcome of reports may turn to third-party interviewers for assistance
our first line of due diligence in our responsible sourcing program. Learn more based on their jurisdiction and any collective labor agreements. For more
in the Responsible Value Chains section. information on reporting workforce grievances and our investigation process,
please see the grievance reporting website.
View more data in
the Performance
Data Section
32
HUMAN RIGHTS
WHY IT MATTERS
Human rights are internationally recognized, defined in the Universal human rights consulting firms, which provide advisory support on our UNGPs
Declaration of Human Rights and codified in international law. Mining implementation and assist in implementation of HRIAs.
activities have the potential to impact the way people enjoy these rights ―
as employees, contractors, suppliers, community members, human rights We do not condone any form of threats, intimidation or violence against
defenders and members of other groups. those who peacefully promote and defend human rights and we expect the
same from our business partners. We recognize the value of an active and
OUR APPROACH open society supported by the rule of law and believe it is important that our
FCX is dedicated to the recognition, respect and promotion of human rights stakeholders are able to express their opinions in a safe manner without fear
wherever we do business. Respect is a core value that guides how we do of reprisal or persecution.
business at FCX. We are committed to respecting the rights of all people,
including our employees, business partners, community members and others POLICIES & PROGRAMS
who potentially may be impacted by our business activities. We take this • Human Rights Policy – This policy states our commitments to the
obligation seriously in all aspects of our business, and we expect the same of International Bill of Human Rights, the UNGPs and the VPs. Our
our business partners. Human Rights Policy includes expectations for our suppliers and other
stakeholders across our value chain.
We also recognize that human rights are overarching and that they connect • Business Partner Code of Conduct – Based on our PBC, our Business
to every aspect of our business. As such, we aim to promote human rights Partner Code of Conduct sets forth expectations for our business
through proactive engagement with host governments and communities and partners, including suppliers and contractors, in areas such as safety,
by educating stakeholders, including training our employees and contractors. human rights, anti-corruption, community and environment. We mandate
human rights standards through our contracts with business partners.
FCX respects internationally recognized human rights, including the
rights under the International Bill of Human Rights, and is committed to • Responsible Sourcing of Minerals Policy – This policy commits our
implementing the UNGPs. We work toward continuous improvement in business to identifying and mitigating human rights violations in our supply
establishing greater institutional awareness and deeper understanding of what chains of minerals and metals for our downstream processing facilities.
human rights are and how they impact every role within the company. We • Human Rights Impact Assessments – HRIAs are our primary method of
also are committed to complying with the UK Modern Slavery Act, aimed at conducting human rights due diligence at our active operations. HRIAs
minimizing the risk of slavery and human trafficking throughout our business are conducted by third-party consultants, who gather direct input from
and supply chain. Our most recent UK Modern Slavery Act Statement is internal and external rights holders.
available on our website.
At the Board level, the CRC provides oversight of our human rights program. At
On a broader scale, we participate in multi-industry dialogues on respect for the management level, the SLT provides oversight, and the program is directed
human rights ― including BSR’s human rights working group; Sustainability and managed by our corporate- and site-level sustainability teams. Our PBC
50’s executive-level peer-to-peer collaboration and information exchange on and other core policies ― including Anti-Corruption, Social Performance,
multiple topics, including human rights and responsible supply chains; ICMM Environmental, Health and Safety, and Inclusion and Diversity ― support
working groups; and the VPs. These external initiatives, together with local the application of our Human Rights Policy. These policies and supporting
and international-level stakeholder engagement, influence our human rights management systems, along with relevant external standards and initiatives,
approach. Our work also continues to benefit from the support of third-party guide our management of human rights risks.
PERFORMANCE ENHANCING HUMAN RIGHTS PRACTICES: MANYAR SMELTER PROJECT

Our human rights team continues to collaborate across our operations on In alignment with our commitment to integrate responsible production practices
an ongoing basis. During 2022, our global human rights team continued into our development projects, we seek to conduct regular reviews of our
to support our sites and supply chain processes with the aim of further Engineering, Procurement and Construction (EPC) contractor and subcontractor
embedding respect for human rights across our business. The team held performance at the Manyar smelter project and precious metals refinery that is
regular meetings with high-risk sites to discuss and address complex issues, currently under construction near Surabaya, Indonesia. In late 2022, during an
enabling our operations to adapt quickly and keep respect for human rights internal review of subcontractor records for the project, potential instances of
at the forefront. In 2022, we also expanded our Supplier Code of Conduct underage workers at the smelter project were identified. FCX and PT-FI strictly
to a Business Partner Code of Conduct, in order to include our downstream prohibit child labor as outlined in our Human Rights Policy. After investigation,
partners, including customers and recipients of charitable giving. three cases of individuals under the age of 18 (all three subcontractor employees
were voluntarily employed and were 17 at the time) working on-site at the smelter
Our cross-functional human rights working group meetings resumed in 2022 project were confirmed, two of whom were involved in potentially hazardous work.
after being paused during the COVID-19 pandemic and will continue to meet Applying International Labour Organization guidelines, we have classified two of
on a regular basis moving forward. The working group is focused on driving our the three cases as gross human rights violations under our policies. The individuals
strategy globally and supporting our site-level implementation of the UNGPs were promptly dismissed from the project and provided compensation.
and integration of human rights considerations across our business. Our
significant ongoing work in 2022 focused on advancing our global human rights PT-FI and its EPC contractor performed a root cause analysis to help prevent
training program as well as our HRIAs, both of which are aimed at educating reoccurrence. The EPC contractor has since implemented both corrective
and improving internal and external stakeholder understanding of human rights. and preventative actions including an enhanced worker screening process
In addition, we are working to significantly improve the technology used for our through a centralized hiring tracking system and bi-weekly meetings with
risk register, stakeholder engagement and grievance management. its subcontractors and representatives from PT-FI in order to communicate
expectations and review challenges.
View more data in
the Performance In addition, in collaboration with PT-FI’s EPC contractor and its subcontractors,
Data Section
Grasberg minerals PT-FI has implemented a Human Rights Ambassador program onsite. PT-FI
district, Indonesia. facilitates the program which includes ambassador representation and support
from both the EPC contractor and its subcontractors. To date, there are 35
ambassadors working onsite helping to educate workers about their human
rights and how to access available grievance mechanisms. The ambassadors
are also a conduit to provide important feedback to PT-FI and the EPC
contractor on potential issues. The ambassadors are trained by PT-FI’s human
rights team and are invited to monthly coordination meetings. In addition,
PT-FI is developing a social and human rights monthly inspection process
in conjunction with its monthly environmental audits to enable proactive
identification and resolution of potential human rights issues.
FCX takes this incident seriously and PT-FI continues working closely with its
EPC contractor and subcontractors to identify and prevent potential human
rights risks that could result from the project.
34
HUMAN RIGHTS TRAINING VOLUNTARY PRINCIPLES ON SECURITY & HUMAN RIGHTS

Training is a core component of embedding respect for human rights across The VPs serve as guidelines for our security and human rights programs,
our business. Human rights considerations are currently included in our including for interactions with host government police, military personnel
annual PBC training, which all employees undertake. In addition, in 2022, we and private security contractors. We focus our implementation primarily on
began developing a new standalone global human rights training module Indonesia and Peru, which are higher-risk jurisdictions for security and human
designed to drive a consistent approach across the company and support rights matters.
greater awareness and understanding of human rights considerations, such as
modern slavery, within the context of our operations. The new training module Risk assessments help us identify security-related human rights risks and
is expected to be completed, translated into relevant languages and rolled out create action plans for specific site-level operating environments. Contracts
across the company in 2023. with private security providers include requirements to comply with both our
Human Rights Policy and the VPs. We maintain support agreements with
In Indonesia and Peru, where both human rights and security risks are higher, host governments that detail the working relationships between the company
we also conduct targeted training on human rights and the VPs. Training at and the public security personnel assigned to it. Dedicated human rights
these sites is led by dedicated site-based human rights compliance officers. compliance officers lead training for security employees, security contractors
and host government security. They also receive, document and follow up
In 2022, PT-FI conducted approximately 19,500 hours of training at its formally and informally on reported human rights incidents, grievances and
Grasberg operations on our Human Rights Policy and the VPs either directly allegations. Refer to our annual reports to the Voluntary Principles Plenary on
by PT-FI’s human rights office or indirectly through its Human Rights our website for more information.
Ambassador program, which is designed to extend education and awareness
of human rights to our contractors. Training included induction or refresher
training for over 7,500 members of our workforce—3,700 of which were new
employees—and training prior to deployment for approximately 1,600 police PROMOTING HUMAN RIGHTS IN COMMUNITIES
and military personnel. PT-FI’s Human Rights Ambassador program also has PT-FI regularly conducts educational programs and activities
been implemented at the Manyar smelter project in Gresik. In collaboration in the community to help raise awareness and understanding
with PT-FI’s human rights office, a team of human rights ambassadors of human rights. In 2022, PT-FI’s human rights team launched
employed by various contractors and subcontractors have received training to a special campaign to inspire local youth about human
help provide culturally sensitive human rights induction training for the large rights and tolerance. The campaign reached youth groups at
workforce at the smelter project. In 2022, the project conducted approximately Maranatha Christian Church in Timika and children at Lembaga
9,800 hours of training. Pengembangan Anak Terlantar dan Putus Sekolah, a local
NGO that supports homeless and disadvantaged children. The
In 2022, Cerro Verde had approximately 5,700 hours of training delivered
children participated in creative art activities and watched short
either online or in-person for over 15,300 members of our workforce, and
videos to teach them about human rights, their own rights and
pre-deployment training for approximately 650 police personnel.
their obligations towards others. More than 150 children actively
participated in the campaign.
DUE DILIGENCE
As we seek to further embed respect for human rights across our organizational In addition to HRIAs, our responsible sourcing programs require human rights
activities, we have various due diligence processes that help us to identify and due diligence on suppliers of both goods and services, and minerals and
assess which human rights topics are most salient at the site-level so that we metals for further processing. The development of these programs is informed
can manage and integrate these risks into our ongoing operational work. We by our HRIA findings. In 2022, we advanced our approach to assessing
use our risk register process to identify risks to people at our existing operations. supplier human rights and other sustainability-related risks, which we discuss
We also have a risk identification process for our new or growth projects to in more detail in our Responsible Value Chains section.
address potential and actual impacts on rights holders. We implement and
refine our approach to human rights through ongoing stakeholder engagement, HRIA in Chile
grievance management and the findings from our HRIAs. Following completion of the third-party El Abra HRIA in late 2021, El Abra
developed action plans and integrated the HRIA findings into the site’s risk
HRIAs, conducted by third-party consultants using methodologies aligned register during 2022. The findings indicated that El Abra is a low impact
with the UNGPs, are our primary method for conducting human rights due operation, reflective of its remote location and supported by the site’s effective
diligence at our operations, including a sampling of our onsite contractors and management systems and strong governance, which help to prevent risks
local suppliers. These assessments involve direct input from a broad cross- from manifesting.
section of internal and external rights holders, and they support continuous
improvement of our management systems by testing their effectiveness in Many of the potential human rights-related risks and impacts identified at El
identifying and addressing potential, actual and perceived human rights risks Abra were already well-managed by the site’s existing management systems.
and impacts. Findings from the HRIAs also help to inform our approach when Where the findings identified actual or potential gaps in a management
pursuing potential expansion opportunities and updating corporate- and system for a particular human rights-related risk, cross-functional teams
site-level practices. We also are integrating human rights into social baseline developed action plans. Action plan examples include expanding community
studies for our operations as well as the social baseline studies and impact inclusive water monitoring, working with contractor companies to improve
assessments conducted for greenfield projects and brownfield expansions. distribution of gender-specific personal protective equipment, extending
semi-annual audits to local selected suppliers on a risk basis, and working
For a description of our general HRIA methodology, please visit the Human with indigenous communities to develop initiatives aimed at improving access
Rights – Due Diligence section of our website. to and preservation of tangible and intangible cultural heritage in the region,
among others. To learn more, please see the 2021 El Abra HRIA Summary.
HUMAN RIGHTS IMPACT ASSESSMENT STATUS
YEAR
2013 2017 2018 2021 2021-22 2022-23 2023-24
CONDUCTED
Cerro Verde1,
Colorado sites,
Site/Region Corporate Cerro Verde New Mexico sites El Abra Arizona sites PT-FI—Grasberg
PT-FI—Manyar
smelter
Status Complete Complete Complete Complete Complete In Progress Planned
1. The political and security situation in the region of Arequipa may impact the timing of the HRIA at Cerro Verde.
36
HRIA in Arizona
In 2021, we engaged a third-party consultant, Verisk Maplecroft, to conduct a to leverage our existing engagement mechanisms to communicate with
HRIA of our five active Arizona operations — Bagdad, Miami, Morenci, Safford stakeholders on the key findings from the HRIA and plan to involve relevant
and Sierrita. The consultant carried out direct engagement through structured stakeholders in the development of our action plans, where appropriate. We
face-to-face and remote interviews with over 420 stakeholders across all expect to publish a summary of the findings and recommendations on our
five of our sites. The HRIA was designed to specifically consider the unique website later in 2023.
stakeholder connections across our sites, including relations with neighboring
federally recognized Native American Tribes. HRIA in Central Papua, Indonesia
In late 2021, we initiated planning for an HRIA at our Grasberg operations in
The overall impact profile for our Arizona sites was relatively low, reflective of the Indonesia and hired a third-party consultant, Acorn International, to undertake
U.S. regulatory environment, and supported by effective site-level management the assessment. During 2022, we worked with the consultant to develop and
systems, audits and responsible production assurance processes (e.g., the plan a tailored approach, taking into consideration the unique and complex
Copper Mark), which help to prevent risks from manifesting. However, some nature of the site. We are specifically focusing our due diligence on PT-FI's
potential and actual impacts were identified, including workforce health and business processes and systems, with the aim of improving their ability to
safety, working conditions, community standards of living, and community effectively identify and address human rights risks and impacts. In 2023, the
health and safety. Where the findings identified actual or potential gaps in a consultant will conduct the stakeholder engagement phase of the assessment
management system associated with a particular human rights-related topic, through internal and external stakeholder interviews. We currently expect to
cross-functional teams are developing action plans to further investigate, complete the assessment later in 2023 and publish a summary of the findings
prevent and/or remedy human rights risks and impacts. In 2023, we intend and recommendations on our website.
Electrowinning facility at our

Morenci operation, Arizona.
In addition to HRIAs, our responsible
sourcing programs require human
rights due diligence on suppliers of
both goods and services, and minerals
and metals.
ILLEGAL ARTISANAL MINING

At our Grasberg operations in Indonesia, illegal artisanal miners seek economic camps in our area of work. The training is carried out through a partnership
opportunity by panning for unrecovered gold from our milling operations in our between PT-FI’s human rights and community liaison officers and a third-party
controlled riverine tailings system. While artisanal mining within PT-FI’s area of contractor involved in managing illegal artisanal mining activities.
work is illegal under Indonesian law, on average, approximately 4,000 artisanal
miners and additional women and children associated with the artisanal miners PT-FI cannot address illegal artisanal mining on its own. A multi-faceted
have established camps at various points within the Lowlands and Highlands. approach — including government cooperation, security risk management,
About 75% of artisanal miners in the Lowlands come from outside Central stakeholder engagement and socioeconomic development for alternative
Papua and represent over 45 different ethnic groups, while artisanal miners livelihoods — is essential. To that end, PT-FI’s artisanal mining management
in the Highlands are 99% ethnic Papuans. Many of the illegal artisanal miners plan includes regional and national objectives to help build strategic
do not have expertise operating in hazardous conditions, including the remote partnerships for a multi-stakeholder artisanal mining strategy. For more
terrain and varied climatic conditions experienced at Grasberg. Additional information about our controlled riverine tailings system and the dangers
safety challenges exist as PT-FI’s ongoing levee maintenance and earthworks, associated with illegal artisanal mining, please refer to the Tailings
which are needed to responsibly manage the controlled riverine system, occur Management section and the Health and Safety section.
alongside illegal artisanal miners.
To mitigate the potential social, security, safety, environmental and operational GRIEVANCE MECHANISMS & REMEDY
risks associated with illegal artisanal mining, in 2022, PT-FI developed an We maintain grievance mechanisms for employees, community members,
updated cross-functional management plan to help address the artisanal mining members of our supply chain, and others to report potential human rights
challenges. The aim of the plan is to reduce the number of illegal artisanal concerns. These mechanisms support our commitment to remedy by helping
mining panners within PT-FI’s operating area and artisanal mining-related us address concerns early and remediate impacts directly. We work to promote
disruptions to PT-FI’s operations. PT-FI updated the cross-functional team awareness of these mechanisms through a variety of means, including through
members' responsibilities across various divisions including legal, occupational posters, company webpages, stakeholder engagement and training.
health and safety, operations, environment, community affairs, the project
While we seek to avoid causing and contributing to adverse impacts on people
management office and the human rights compliance office. Continued efforts
and communities, we acknowledge they may occur. We are committed to
include educational campaigns, monitoring the environment for mercury use,
providing for, and cooperating in, the remediation of adverse impacts related to
strengthening check points, and increased unmanned aerial systems patrols
our business as well as collaborating with value chain stakeholders to address
and focus on joint patrols with third-party security personnel.
impacts linked to our business relationships, where appropriate. Remedy can
PT-FI’s community liaison officers and third-party contractors seek to take a range of forms, including cessation of impact, apology, restoration of
proactively and continuously engage the artisanal mining communities on what was lost, cash or in-kind compensation, and/or rehabilitation. Remedy
operational changes in an effort to manage their expectations, encourage could also involve the identification of lessons learned and steps taken to
them to seek alternative livelihoods, and to minimize risks to the operations prevent re-occurrence. Use of our internal and external grievance mechanisms
and to the artisanal miners and their families. PT-FI also seeks to inform does not preclude access to judicial or other non-judicial grievance
the artisanal miners in advance of planned levee maintenance work and mechanisms. In the event of accusations made through a state-based, non-
equipment movements to minimize safety risks. As part of PT-FI’s ongoing judicial grievance mechanisms, we are committed to participating in related
engagement with the illegal artisanal mining community, PT-FI continued proceedings constructively, cooperatively and in good faith. To learn more,
to carry out human rights education in 2022, with a focus on the rights of please refer to the Business Conduct & Policies section and the Communities &
children (particularly on preventing child labor) living in the artisanal mining Indigenous Peoples section.
38
RESPONSIBLE VALUE CHAINS

WHY IT MATTERS SUPPORTING THE SAFETY OF OUR CONTRACTORS
How a company sources goods and services can have a significant impact FCX is dedicated to promoting a positive and supportive safety culture
across all ESG matters. Globally, human rights and environmental issues for our employees and contractors. We believe this is critical to the
in supply chains have been receiving increasing scrutiny from consumers, sustainability and success of our safety program. When it comes to
NGOs, regulators and stakeholders. As a result, users of minerals and metals, safety, employees and contractors have access to the same tools and
such as automotive and electronics original equipment manufacturers, have resources and are equally expected to take personal responsibility for
taken steps to improve due diligence in their own supply chains, which has their own safety and the safety of others.
led to more attention within the mining industry. This pressure heightens
expectations and responsibility for robust due diligence by mineral and metal To that end, our supply chain team has initiated a comprehensive
producers globally. evaluation of our contractor management program aimed at identifying
opportunities for improvement and to ensure alignment with long-term
OUR APPROACH strategic company objectives. As part of this evaluation, a contractor
FCX is committed to sourcing, producing, and distributing metals and engagement team was established. This team includes individuals
minerals responsibly across our entire value chain. Our commitment will from supply chain, safety, operational improvement, operations and
take on greater importance in the years ahead, as we expect global demand business units. The team requested feedback from onsite contractors and
for copper to increase, due in part to copper’s key role in contributing to the employees based in North America to gain their perspective on FCX’s
technologies that will enable the energy transition. The EU and several of its culture and how contractors are treated and supported by FCX. While
member states have developed due diligence requirements in supply chains the feedback received was predominately positive, we also received
covering human rights risks and environmental issues. These may apply to constructive feedback, such as to standardize safety requirements
companies with operations located within the EU and globally for products across all sites and regions, which we are reviewing for improvement
that are imported into the region. In preparation for these requirements, opportunities. This work will continue throughout 2023.
as well as increasing expectations from customers along the value chain,
FCX continues to work diligently to advance its supply chain management
models by incorporating ESG risks into its systems and tools for decision
making and supplier management.
Supply chains globally continue to be impacted by production shortages and

political instability, reinforcing the need for resilient, agile and transparent
supply chain models. Despite these challenges, we are proud of our ability to
manage our supply chain effectively and responsibly and we aim to ensure
continuity of supplies necessary for our operations in a responsible way
moving forward. Our responsible value chain program focuses on three key
programs: (1) identifying and mitigating risks in our supply chains through our
own responsible sourcing efforts for goods, services and minerals, (2) product
stewardship to manage the in-use risks of our products and by-products, and
(3) working to better understand the full life cycle impacts of our products
along the value chain.
El Abra operation, Chile.
RESPONSIBLE SOURCING
As demands for transparency across the value chain increase, FCX has been In recent years, we have improved our systems and processes related
building and strengthening its approach to responsible sourcing and working to due diligence, risk-monitoring and in-depth assessments to allow for
to extend this approach downstream to our immediate customers. To support quicker access to supplier data and information as well as streamlined risk
this effort, in 2022, we extended our previous Supplier Code of Conduct to identification. These include enhancing the responsible sourcing section in the
include our business partners, which includes our suppliers, contractors, FCeX survey, completing the global roll out of the FCeX tool, and implementing
customers and recipients of charitable giving. We began integrating what SAP Ariba Supplier Risk Management and Supplier Lifecycle and Performance
is now referred to as our Business Partner Code of Conduct into new and onboarding tools, which enable us to more effectively identify and mitigate
renewed contracts starting in 2022. Our Business Code of Conduct covers a risks in these relationships. For example, in 2022, we finished integrating
range of ESG areas by aligning it with our Responsible Sourcing of Minerals, relevant Verisk Maplecroft country- and industry-level ESG risk indices into
Social Performance and Human Rights policies. the SAP Ariba platform based on our potential supply chain risks and selected
supplier metrics. Integration of onsite contractor safety data into the SAP
Our Business Partner Code of Conduct and our compliance screening Ariba platform will begin in 2023. With these screening tools in place, we are
processes represent the foundation of our responsible sourcing program for working to complete a risk-based decision making tool to identify higher risk
all suppliers globally. This is a significant undertaking, as it covers more than suppliers where closer collaboration is warranted, for example through on-the-
20,000 suppliers that provide a wide variety of goods and services — from small ground audits or partnerships.
catering businesses in remote locations to large multinational corporations that
produce heavy machinery or minerals and metals. We use a combination of
tools to understand and monitor supplier risk and to encourage compliance BUSINESS
with our Business Partner Code of Conduct. FCeX is the company’s online due PARTNER CODE
diligence platform that has been in place for many years. This survey-based OF CONDUCT
software platform has enhanced our ability to identify, assess, and mitigate
compliance risks in areas of anti-corruption, international trade and human TRACKING
rights. FCeX also provides data analytics and important metrics that help FCX PERFORMANCE DUE DILIGENCE
audit supplier commitments and actions for minerals and metals sourcing. & REPORTING
SUPPLIER RISK
MANAGEMENT
Our Business Partner Code of Conduct
and our compliance screening RISK
PREVENTION/
processes represent the foundation of MITIGATION ASSESSMENT
our responsible sourcing program for
all suppliers globally.
MONITORING
40
Responsible Sourcing of Minerals & Metals Meeting Responsible Sourcing Requirements

FCX's Responsible Sourcing of Minerals Policy commits us to identifying The LME is the primary international exchange for base metals. FCX currently
and mitigating human rights violations in our supply chains of minerals has nine copper cathode brands registered with the LME, which allows us
and metals used in our downstream processing facilities. The policy also to use LME contracts for the sales of our products to customers. In late 2019,
describes how we implement the OECD Guidance. Our policy and the the LME announced its responsible sourcing requirements for all current
implementation of OECD Guidance is a critical component to address the and future LME-registered brands. These included the implementation of the
London Metals Exchange’s (LME) requirements on responsible sourcing, OECD Guidance’s five-step framework, as well as ISO certifications covering
necessary to maintain LME brand approval. This work is also a requirement environmental and worker health and safety issues.
of both the ICMM Mining Principles Framework and the Copper Mark.
In early 2021, the Copper Mark and its partners published a base metals due
Since the policy was established in late 2019, we have been implementing diligence standard, which provides specific requirements for producers of
it across our copper mining, smelting, and refining operations and our copper, nickel, lead and cobalt to meet the OECD Guidance and provides
molybdenum operations. In 2022, we began implementing it for our clarity to the mining industry on how to comply with the LME’s responsible
purchases of secondary copper materials. In addition to the responsible sourcing requirements.
sourcing process outlined above, to implement this policy, we assess our
incoming metal and mineral supply chains to identify potential “flags” As a result, in 2022, we were able to begin the LME responsible sourcing
associated with what the OECD Guidance defines as Annex II risks — such compliance process well ahead of the LME’s stated schedule due to our
as bribery, corruption, human trafficking, and child or forced labor. We then existing Copper Mark certifications. We plan to submit the remaining
undertake a risk-based due diligence process to help us better understand information in line with LME requirements later in 2023, which we believe will
the potential impact (if any) from the identified risks. An internal committee bring all nine of our registered brands into LME compliance.
then reviews these results and takes appropriate action, which can include Additionally, in July 2022, the Copper Mark published a chain of custody
working with a metal supplier to identify and implement an action plan or standard, which aims to connect parties from the mine to original equipment
collaborating with a supplier to build the capacity needed to address risks. manufacturers of end use products such as automobiles and electronics. The
The action plan may also include relevant contract clauses which escalate chain of custody standard will enable the Copper Mark status to be identified
based on risk. throughout the entire value chain, ultimately supporting end-use, product-level
In 2022, we continued implementation of the OECD Guidance’s five-step “Copper Mark copper” claims and providing transparency along the value
framework across the business and also continued partnerships with key chain. In partnership with two of its customers, FCX began voluntarily piloting
traders to improve risk identification and systems. Following publication the standard in 2022 and will continue this work into 2023.
of our 2021 OECD Step 5 Due Diligence Report, in which we provided a
summary of our efforts in 2021 and early 2022, we continued business- OECD 5-STEP FRAMEWORK1
to-business collaborations to evaluate risks and share best practices. We
added people with responsible sourcing expertise to our team, improved
internal process documentation, developed additional tools to support 1 2 3 4 5
purchasing decisions, and refined our approach to several aspects of
Establish strong Identify Design & Carry out Report annually
policy implementation.
company & assess implement independent on supply chain
management risk in the a strategy to third-party audit due diligence
systems supply chain respond to of supply chain
identified risks due diligence
1. www.OECD.org
LOCAL PROCUREMENT
FCX remains committed to supporting our local host communities and We continue to prioritize greater transparency in our local procurement
recognizes the critical role our host communities, and the businesses in these spending, with a focus on expanding opportunities for local suppliers, where
communities, play in our daily operations and our company’s success. Globally, feasible. We have implemented standard operating procedures and/or plans
we seek to train and encourage buyers and contract administrators to provide emphasizing local procurement at our North America, PT-FI, Cerro Verde and
opportunities to local suppliers when possible and in alignment with our El Abra operations. In 2022, we continued our engagement with the Mining
business needs. We are active members of WEConnect International, a global Local Procurement Reporting Mechanism (LPRM), which is an initiative that
network that connects women-owned businesses to qualified buyers around seeks to develop, through disclosures, a set of common standards agreed
the world, working to enable them to compete in the global marketplace. by both host countries and mining companies for what constitutes local
procurement. FCX has met the LPRM disclosure requirements which requires
As the supply chain challenges from 2021 continued into 2022, we were a disclosure of local procurement spend by site and additional information for
able to continue addressing those challenges by being innovative and existing and potential suppliers, which is available on the Suppliers page of
partnering with local vendors. For example, in New Mexico, we partnered our website.
with local contractors to provide shift coverage for our front-line employees
View more data in
in maintenance and operational roles so that they could attend training. the Performance
Once COVID-19 restrictions eased, we reengaged local suppliers through Data Section
formal presentations that explained how they could do business with FCX.
For instance, in partnership with the Small Business Development Center at
Eastern Arizona College, our Safford and Morenci operations conducted a
“How to do Business with Freeport-McMoRan” event in late 2022.
We continue to prioritize greater

transparency in our local
Approximately 71% of our 2022
procurement spending, with a
procurement spend on services at our
Safford operation was with local suppliers.
focus on expanding opportunities
for local suppliers.
42
PRODUCT STEWARDSHIP
Product stewardship is critical to our business across the suite of minerals and
metals we produce. It entails a variety of activities that provide our customers
with valuable data and insights, enables our products to enter global markets
and to be used safely by downstream users. Activities range from complying
with chemicals management regulations related to transport and labeling, to
working with members of our value chains and commodity associations to
encourage the use of sound science when assessing the health, safety and
environmental risks associated with our products.
FCX's Product Stewardship Forum meets several times per year and is
comprised of members of our commercial, sustainability, quality, health and
safety, and operations teams. The forum tracks, assesses and monitors work
across a variety of issues related to product stewardship globally. In 2022,
this included updates of our safety data sheets for our products entering the
EU market required by recent revisions to those regulations, advancing work
with our peers at both ICA and IMOA on the scientific profiles of both copper
and molybdenum as they relate to human and environmental exposure and
deploying results in regulatory environments to ensure continued market
access for our products.
FCX's Product Stewardship Forum meets several

times per year and is comprised of members of
our commercial, sustainability, quality, health and
safety and operations teams.
El Abra operation, Chile.

UNDERSTANDING OUR PRODUCT FOOTPRINT

Life Cycle Assessments (LCAs) provide an overview of environmental
impacts across a product’s life cycle to enable producers to identify
improvement opportunities and trade-offs. Globally, governments increasingly
are using LCAs as impact assessments in Circular Economy frameworks
In 2022, the ICA completed an update
and for carbon and water footprint comparisons. In 2022, ICA completed an to its global Life Cycle Assessment
update to its previous global LCA profile for copper concentrate and cathode.
FCX played a key role in this work, providing data from our mining, smelting profile for copper concentrate and
and refining facilities. In 2022, ICA also released guidance for producers cathode and FCX played a key role
to enable a more consistent calculation of the carbon footprint of copper
production across the industry. This “best practice” guidance provides a in this work, providing data from our
harmonized and consistent approach to determining the carbon footprint of mining, smelting and refining facilities.
copper operations and the products they produce. The Copper Development
Association (the partner organization to ICA in North America) also reinitiated
a project to conduct an LCA of copper rod used for electrical applications.
Work on this project will continue in 2023.
FCX is also critically focused on our own carbon footprint, and in particular,
on reducing our Scope 1 and 2 GHG emissions. FCX now has four 2030 GHG
emissions (Scope 1 and 2) reduction targets, which collectively cover nearly
100% of our global Scope 1 and 2 GHG emissions and are critical to reducing
the carbon footprint of our products. In 2022, we also published a significant
update to our Scope 3 GHG emissions inventory globally. We continue to
refine and improve our Scope 3 GHG emissions inventory, and in conjunction
with our LCA efforts, we believe this will enable us to eventually provide
a more complete carbon footprint per ton of product to our customers for
both copper and molybdenum and support our customers' efforts to meet
demands of downstream users. For more information on our climate strategy,
please see the Climate section.
Copper cathode at Cerro

Verde operation, Peru.
44
The well-being of people — whether our

workforce, partners or stakeholders — is
essential to the success of our business and at
the core of all we do. Team member at our El
Abra operation, Chile.
EMPOWERED PEOPLE
& RESILIENT COMMUNITIES
The well-being of people — whether our workforce, partners or community In 2022, we participated in an ICMM Diversity, Equity and Inclusion (DEI)
members — is essential to the success of our business and at the core of working group to review ICMM’s performance expectations and consider
all we do. broader industry efforts to enhance workforce culture. We will be working
over the next two years to implement these DEI-related performance
We are deeply committed to engaging and building trusting, ongoing expectations across our business.
relationships with the people most impacted by our operations. The programs
and progress described in this section reflect our focus on empowering our Externally, we are also focused on supporting the health and well-being of
workforce and the people in our host communities to thrive today and into the people in the host communities where we operate, recognizing that our
the future. Our efforts, which are focused on protecting and supporting our workforce and communities are often one in the same. In 2022, we continued
workforce, host communities and Indigenous Peoples, also aim to support to work in partnership to conduct an in-depth health study at PT-FI during
future resilience in a changing world. the year. We also continue to support the communities where we operate by
embracing the cultural heritage of our Indigenous neighbors and promoting
In 2022, we worked internally to fortify existing systems that protect the respect for human rights wherever we do business. For example, our
health, safety and well-being of our workforce, including through maturity Building Trust approach has deepened our engagement with our Indigenous
assessments of our Fatal Risk Management program to drive meaningful, neighbors, and we launched a corporate training initiative focused on Native
targeted improvements across our global operations. We are also utilizing American cultural sensitivity and awareness. We believe this training will help
data analytics to better identify which employee groups are at the highest risk enable our workforce to have more effective dialogue with our Indigenous
for experiencing a safety incident. In addition to a traditional focus on safety, neighbors by helping us understand their values.
we aim to support our employees with expanded mental health care benefits.
46
HEALTH, SAFETY & WELL-BEING

WHY IT MATTERS
Mining by its nature is associated with hazardous work that must be carefully understood and managed. On a daily basis,
our mining workforce engages in hazardous activities that could lead to a serious injury or even a fatality, such as drilling
and blasting rock, operating heavy machinery, using chemicals, working with high-voltage electricity, working at heights
or below surface and working with high-temperature materials. Outside the fence line, mining can also create potentially
hazardous exposures for local community members. Globally, different regions face different health and well-being
challenges, and understanding these challenges at a local level is critical to supporting a healthy workforce and community.
OUR APPROACH
Safety is a core company value and is foundational to our sustainability approach. Our highest priority is the health,
safety and well-being of our employees, contractors, suppliers and the communities where we operate. We believe
that health and safety considerations are integral to, and fundamental for, our operational success and efficiency and
ultimately to our ability to deliver long-term value to our stakeholders.
We strive to achieve zero workplace fatalities, high-risk incidents, injuries and occupational illnesses by creating a safe
and healthy workplace. This includes providing the training, tools and resources needed so our workforce can identify
risks and consistently apply effective controls. We share information and key learnings about potential fatal events,
high-risk incidents, and best practices throughout the company, and we engage with industry peers and professional
organizations to learn and continuously improve our health and safety program.
We carefully monitor our workforce’s potential exposures to hazardous dust, chemicals, noise and similar agents to
better control occupational health risks. We partner with occupational medicine experts to implement comprehensive
medical screening for employees who work with potentially hazardous substances.
Our Safe Production Matters strategy is focused on fatality prevention and continuous improvement through robust
management systems, safe work behaviors and our safety culture, supported by leaders empowering our teams to
work safely. We further seek to prevent fatalities and high-risk incidents by leveraging technology to support safe work
practices in the field and leveraging analytics to support data-driven decisions made in combination with behavioral
science principles.
Other focus areas include eliminating systemic root causes of incidents, especially those that could lead to recurrence,
increasing verification of corrective actions over time, applying lessons across the company globally and reducing the
occurrence of low-risk incidents. During the year, we continued our work to provide operational leaders with timely and
transparent information to support and encourage quality safety discussions with employees in the field. Cerro Verde operation, Peru.
In addition to safety, we aim to work in partnership with our host communities to support their overall health and
well-being by monitoring and addressing regional health challenges such as malaria, maternal health and lack of
infrastructure among others. Where appropriate, we seek to collaborate with local public health officials to support
community-relevant health education and program development activities.
Policies & Programs

• Safety and Health Policy — States our commitments, processes and
management systems to meet our health and safety objectives.
• Contractor Health and Safety Manual — Defines the expectations and
requirements for contractors working at our operations.
• Occupational Health and Safety Management System — Provides
the framework for managing risks and compliance obligations and
is certified in accordance with the ISO 45001 Health and Safety
Management System, which requires third-party site-level verification
of requirements.
Operational leadership teams own their safety performance and are supported
by our vice president of health and safety and the corporate health and safety
team, who develop and oversee our safety programs across the organization,
supporting company-wide initiatives that recognize the values of our physical
and psychological health and safety strategy, safety management systems and
safety audit programs, and incident investigations. Executive management
receives safety performance reports regularly, including reviews of high-risk,
potential fatal and fatal incidents, and we present and discuss all fatal incident
investigations with the CRC and the Board. The CRC provides input on the
overall direction of FCX’s health and safety programs and reviews safety
statistics, trends and incident investigation reports. In the event of a fatality,
executive management and the CRC are notified immediately.
Our highest priority is the

health, safety and well-being
of our employees, contractors,
suppliers and the communities
where we operate.
48
FATAL RISK MANAGEMENT PROGRAM

Our culture of leading by example at all levels of the organization and our The checklist helps to identify and capture variances in our critical controls
Safe Production Matters strategy underpin our Fatal Risk Management (FRM) and provides real-time information to support faster action plans to address
program. The goal of our FRM program is to achieve zero workplace fatalities identified gaps. In 2022, we enhanced our digital capabilities by rolling out
by strengthening preventative measures and raising awareness to these fatal Enterprise Work Space (EWS), an evolution of our existing mobile platform that
risks. Fundamental to the FRM program is our effort to proactively identify adds additional functionality, including offline capabilities and quicker access
potentially fatal risks in the field and apply the controls most critical for their to our FRM questions and safety forms. Our updated FRM field books also
avoidance. We continue to build on the program by identifying new potentially include QR codes for our teams to scan using their mobile devices to quickly
fatal risks common to some or all of our operations. For each identified risk, access policies and additional information on critical controls in the field.
we communicate the necessary critical controls to address those risks across
our operations. To learn from any potentially fatal and/or fatal incidents ― and importantly
to help prevent reoccurrence ― we conduct investigations that include a
Leadership across the organization is engaged in efforts to continually thorough root cause analysis using the TapRooT® system. The results are
improve our FRM program. In 2022, we began conducting maturity the basis for identifying, implementing and verifying corrective actions and
assessments to understand the degree to which each site has implemented working toward sustained improvement. Required follow-up includes a review
their programs. While we expect some necessary site-by-site differences of findings with senior management and site senior leadership who oversee
based on specific operating conditions, the maturity assessments help us and are responsible for implementing corrective actions. We also
understand and act on opportunities to drive impactful, focused improvements seek opportunities for company-wide education and improvements.
on fatality prevention. For example, in 2022, we learned that some fatal
risk categories were too broadly defined. In response, we introduced
subcategories to provide further granularity and relevance.
RESPONDING TO POTENTIAL FATAL EVENTS
We expect all employees and contractors to take ownership of their own Potential fatal events are a subset of high-risk events where a fatal
safety, the safety of their co-workers and that of our host communities. Our injury could have occurred, but fortunately no one was fatally injured.
frontline supervisors play a vital role in the success of FRM by discussing We believe these events present the most significant opportunities
risks with their teams, raising awareness of the critical controls and helping to learn and reduce the potential for future recurrence. Potential fatal
employees to eliminate distractions and remain focused. events are internally identified based on three criteria: (1) whether
there was a fatal risk/hazard, (2) whether individual(s) were exposed
Leadership teams are responsible for setting safety expectations and
to the risk/hazard, and (3) whether there were missing or inadequate
promoting a culture where our workforce is empowered to work safely
controls. In 2022, two potential fatal events occurred where the drivers
including using their stop-work authority in the event of a safety concern. We
of smaller vehicles either failed to radio haul trucks or relied on hand
expect our workforce to stop work immediately if critical controls are missing
signals. Some of our haul trucks can be as tall as a two-story house
or ineffective, or if work is not being performed safely.
– this massive size creates significant blind spots for the driver. As
We regularly verify critical controls to assess their proper use and a result, advisories were distributed to all sites to remind drivers of
effectiveness. This helps ensure that controls are in place to mitigate high- the need for radio communication to avoid potentially fatal collisions.
risk tasks. Critical control verifications also provide leading indicator data Additionally, we utilize left hand traffic which keeps the road edge
to strengthen our FRM program, as well as our overall health and safety visible to the driver and places drivers on opposite sides of the road.
management system. A critical control checklist is available on mobile devices
to assist supervisors in real time in the field.
PERFORMANCE
Considerable effort has been devoted to identifying hazards in the workplace, The remaining 93% of incidents in 2022 were classified as low- or medium-risk
with the goal of mitigating them before individuals are harmed and analyzing incidents, which include incidents such as fractures, sprains and lacerations.
events that do occur to identify missing or inadequate controls for the future. While we seek to understand trends of all safety incidents to learn and take
Clearly and consistently classifying incidents helps us to better identify action as appropriate, we first focus our resources on high-risk events, and aim
contributing factors and ultimately, achieve a greater level of prevention. to appropriately manage the low- and medium-risk incidents. Through data
analytics, we determined that in 2022, approximately 89% of all safety incidents
At the highest level, tracking of our company-wide Total Recordable Incident involved employees with fewer than three years of experience; employees
Rate (TRIR) indicator captures safety incidents that resulted in the occurrence working under supervisors with fewer than three years of experience; and
of an injury (fatalities, lost-time incidents, restricted-duty incidents and medical general laborers, trainees, and equipment and process operators. As a result, we
treatments). In 2022, FCX employees and contractors worked 153 million hours are working to enhance our onboarding, training and retention efforts targeting
and had 590 recordable injuries during the year, compared with 131 million these groups. We also continue to encourage leaders to be in the field, where
hours and 455 recordable injuries in 2021. Our TRIR performance declined in they can interact with front-line employees and contractors. We have supported
2022 to 0.77 per 200,000 hours worked, and therefore, we missed our 2022 this from the top down by clearing calendars of non-essential meetings and
target of 0.69. We are focused on improving our performance in 2023. emphasizing that field time comes first. Our focus in 2023 is to continue to
We further classify all events according to our risk register based on the advance safety education and training among these higher-risk groups.
severity of the consequence, the likelihood of each event’s occurrence and We highly encourage the reporting of all incidents, even those that did
the quality of the controls. In 2022, the percentage of high-risk events, which not result in an injury or fatality, so learnings can be shared across the
are defined as having the potential to result in permanent disability or fatality, organization. In 2022, 897 near misses were reported.
4444+ 28+ 28+ 28+

remained flat at approximately 7%. A subset of high-risk events may also be
classified as potential fatal events. View more data in
the Performance
Data Section
TOTAL RECORDABLE EVENTS HEALTH & SAFETY PERFORMANCE DATA2
(% HIGH-RISK1)
20% 2018 2019 2020 2021 2022
Total Recordable Events 454 505 413 457 590

15%
% High-Risk 1 11% 11% 7% 7% 7%
10%
Total Recordable Incident Rate (TRIR)3 0.70 0.71 0.69 0.70 0.77
5% TRIR Annual Target 0.70 0.73 0.70 0.69 0.69
Number of Fatalities4 1 3 5 2 1
0
2018 2019 2020 2021 2022
1. Our risk register defines "high-risk" events as incidents that have the potential to result in permanent disabilities or fatalities.
2. Health and safety performance data include employees (full-time and part-time employees on a full-time equivalent basis) and contractors and exclude performance of divested and closed assets, unless otherwise noted. Rates are
calculated per 200,000 hours worked, except where indicated. Metrics within this table are calculated based on employee and contractor reporting of injuries, illness and near misses.
3. TRIR = ((Fatalities + Lost-time Incidents + Restricted-duty Incidents + Medical Treatments) x 200,000) / Total Hours Worked. TRIR is equivalent to MSHA All-Incidence Rate (AIR). TRIR presented here may differ from reported TRIR in
FCX's Form 10-K filings because data have been adjusted to exclude disposed assets for comparison purposes or for other stated reasons.
4. Two other fatalities occurred onsite in 2022; which, as of April 20, 2023, have not yet been classified by MSHA as independent medical episodes or work related. In FCX's 2022 Form 10-K published on February 15, 2023, FCX reported
three onsite fatalities in 2022. The third fatality has since been classified as an independent medical episode.
50
Fatal Events
Regrettably, in 2022, one contractor at our Morenci site in Arizona was fatally
injured after losing control of a vehicle after experiencing a brake failure. The
MIAMI ROD MILL ACHIEVES SAFETY MILESTONE vehicle operator was not wearing a seatbelt. Effective fatality prevention is
In 2022, the Miami Rod Mill celebrated four years since the site’s last paramount, and we are committed to learning from, and improving upon, our
work-time injury. This is a particularly significant milestone because own experiences and those from across the industry to improve our fatality
the site was averaging one recordable injury every 100 days in 2010. prevention programs.
The mill credits its safety record to its people and the strong culture
of long-tenured employees supporting new hires to learn their roles. In response to this incident, we implemented corrective actions, including
Leaders at the mill also spend as much time as possible on the floor reiterating our expectations for safe vehicle condition and operation, the
working with and listening to operators and technicians to build and use of seatbelts, pre-shift vehicle inspections and the avoidance of certain
sustain a culture of safety. road types by certain vehicle types. We are also assessing our contractor
management processes. The assessment findings are expected to result
in recommendations to strengthen our management and interaction with
contractors to help ensure that contractors are meeting our requirements.
Senior leadership at our sites and at the corporate level are actively engaged
in the corrective action process, including performing periodic verifications
for long-term sustainability of corrective actions. Leadership continues to
communicate about the lessons learned from these events, such as specific
actions teams can take to help mitigate fatal risks and prevent reoccurrence
of incidents.
Following the death or serious injury of one of our employees, we initiate

multiple steps of care after the initial emergency response and provide
assistance for the employee’s family. When an employee is seriously
injured, the company provides support to the employee and his or her
family members during the employee’s medical treatment. In the case of
a workplace fatality, we assist with funeral arrangements as appropriate.
In addition, senior leadership reviews the evaluation of each incident
to determine compensation for the family, irrespective of liability and in
addition to local requirements. We encourage our contractors to approach
these types of incidents in a similar manner, and are committed to working
with our business partners to address and cooperate in providing remedy
when our activities cause or contribute to adverse impacts.
Miami operation, Arizona.

KNOWN COMMUNITY & INDIRECT FATALITIES CRISIS MANAGEMENT PLANNING

In an effort to develop a more holistic understanding of the health and safety All FCX sites are required to have a crisis management plan in place
impacts of our mining activities both within and beyond our boundaries and to effectively respond and support the safety of all people who could
operational control, we began disclosing known community and indirect potentially be impacted by a crisis event at or near one of our sites. The
fatalities in 2020. Our ultimate goal is to positively contribute to the improved plan guides our operational approach to preparing for, responding to
health and safety of the people in our host communities by supporting their and recovering from potential emergencies or crises. Over the years, our
efforts to avoid reoccurrence of these incidents. sites have utilized these plans when emergencies and crises occur, such
as recent wildfires near Bagdad and Miami in Arizona, enabling reduced
There is no standard definition of known community and indirect fatalities. impacts to the site and local community.
For purposes of our reporting, we have included non-occupational related
fatalities (excluding illnesses and natural causes) that occurred within our area Our PT-FI operations in Indonesia have a mature and robust crisis
of operations, fatalities related to security events in our communities, fatalities management program and, for many years, PT-FI’s emergency response
associated with mining activities that occurred offsite and outside of our team has conducted periodic tests of its crisis management plan and is often
control within the communities where we operate (such as transportation of recognized nationally. Most recently, in February 2023, PT-FI’s emergency
goods and services), and fatalities associated with illegal artisanal mining. response team responded to flooding and landslides which caused damage to
infrastructure near the milling complex at our Grasberg operations.
During 2022, there were 11 known community and indirect fatalities,
including four offsite transportation-related fatalities (two near our Starting in 2021, we worked with a third-party consultant to incorporate
Arizona operations and two near the Manyar smelter project) and seven the principles of the Tailings Standard into our existing crisis management
fatalities associated with illegal artisanal mining panners at PT-FI seeking guidelines and site-specific emergency response plans for the Americas. Our
unrecovered gold in our controlled riverine tailings system. Additionally, updated guidelines and site-specific emergency action plans are aligned with
two other workforce fatalities occurred onsite at our Morenci operations in industry best practice and outline expectations for our workforce, including
2022, which, as of April 20, 2023, have not yet been classified by MSHA as how they should engage with emergency responders and community
independent medical episodes or work-related. More information on how members impacted by crisis events related to our operations. Each site is
we are working to help build a multi-stakeholder artisanal mining strategy required to periodically test and drill their crisis management plans and sites
can be found in the Human Rights section of this report. with TSFs must conduct simulations of tailings emergency response plans
based on the site's TSF consequence classification (based on credible failure
For more information on our management of security events and our modes). The simulations may include partnering with emergency response
implementation of the Voluntary Principles on Security and Human Rights, and preparedness organizations, local government leaders and engaging with
please refer to the Human Rights section of this report and our annual host community members.
report to the Voluntary Principles Plenary available on our website.
Starting in 2022 and continuing in 2023, our sites are working to update
their site-specific plans in alignment with the updated crisis management
guidelines, are performing internal tests of the updated plans and are
Our updated crisis management guidelines engaging external stakeholders, where applicable. We plan to begin testing
are aligned with industry best practice and our emergency response plans in 2023 with relevant stakeholders and
perform site-based tailings emergency response simulations beginning with
outline the expectations for our workforce. our sites that have higher risk TSFs based on consequence classification. To
learn more about the implementation of the Global Tailings Standard, please
see the Tailings Management section.
52
COMMUNITY HEALTH AND WELL-BEING

Positively contributing to community health and well-being in our host
communities is an extension of our core value and approach to safety and
aligns to our focus on supporting community resilience and economic
opportunity. In many cases, our workforce and our host communities are one
in the same. By supporting the fundamental health needs of our workforce
and their families, we believe that we are also contributing to the safety of our
workforce. Each of our host communities have different community health
profiles in terms of maturity of the healthcare system and levels and types of
background disease. We seek to understand these conditions and work in
partnership with our host communities to address regional health problems.
Where appropriate, and where significant community health risks exist, we
may engage local public health officials and other partners to participate
in health education campaigns, including campaigns around malaria,
malnutrition and more recently, COVID-19. We rely on ongoing engagement
with our communities to understand their needs, including those related to
health and wellness.
In the U.S., several of our rural host communities have identified a lack of
health care resources from primary care to behavioral health and imaging. In
2020, the Freeport-McMoRan Foundation and Climax Molybdenum Company
made a $500,000 commitment to help establish the Clear Creek County
Health and Wellness Center in Idaho Springs, CO to bring easily accessible
and locally available healthcare to the community and surrounding counties.
This integrated facility houses Public Health and Human Services, which
include primary medical care and mental and behavioral health services. In
2017, we helped to establish the School Based Health Center in Lake County
School District (Colorado) and continued our support for this important
service by helping to fund a full-time behavioral health counselor in 2022.
Access to behavioral health services is essential to student success and well-
being both in support of crisis intervention as well as early intervention before
crisis occurs. In 2022, we also supported the Copper Queen Community
Hospital in their efforts to improve women's health in southeast Cochise
County, AZ by purchasing a new mammography unit for the Bisbee Campus.
The new unit will enable the hospital to complete nearly 800 more screenings
and diagnostic mammograms a year and will reduce wait times by weeks and,
in some cases, months.
At our Cerro Verde operation in Peru, we supports
programs focused on health and well-being for
the benefit of community members in Arequipa.
In the Arequipa region of Peru, we supported health campaigns in

2022 to promote awareness about the importance of preventive health
care with medical professionals specializing in pediatrics, dermatology,
gastroenterology, traumatology, rheumatology and gynecology, among
others. We also supported health fairs to inform the population about the
importance of oral health, women’s healthcare, healthy eating, physical
exercise, hand washing and psychological well-being. Both projects were
carried out in the five districts of the area of influence of Cerro Verde,
benefiting more than 3,000 residents. We also worked with local school
districts to develop the “Psychology: Support for the Family” Program
with the aim of providing guidance, support and therapeutic resources
to students, parents and teachers. This project reached more than 2,259
people in 2022.
In Chile, we conducted two health campaigns in late 2022 and early

2023 to educate the community on how to prevent respiratory illnesses.
These campaigns were a result of our analysis following the El Abra HRIA
completed in 2021. We also supported efforts during the year to reduce
the amount of time patients wait to be seen by medical providers in the
public healthcare system.
SUPPORTING EMPLOYEE WELL-BEING IN THE U.S.

In 2022, we made important investments to support our employees'
overall health and wellness, which extend beyond their time on the
job. Notably, for our employees in the U.S., we introduced an enhanced
employee assistance program to provide more options for personalized
care and life resources, including expanded mental health care
benefits. The expanded offerings include eight free therapy sessions
for every member of an employee’s household, personalized care
plans and ongoing support, coaching to set and reach goals, wellness
exercises to relieve stress and improve sleep, along with experts to
assist our employees in connecting to helpful resources for life events,
such as legal and financial services and child and elder care. Our work
to enhance employee mental health and well-being at all our sites
continues globally.
54
PT-FI’S COMMITMENT TO COMMUNITY HEALTH

PT-FI recognizes environmental and community health as an operational with limestone and constructing additional levees and drainage channels
imperative and is dedicated to monitoring, managing and mitigating potential to move stormwater away from the overburden stockpile. PT-FI continues to
environmental and community health impacts from exposure to its tailings actively monitor this matter. PT-FI will also continue to monitor for any potential
and other mine waste. To that end, PT-FI has been undertaking a multi-year impacts resulting from past erosion. As part of this effort, PT-FI has been
human health assessment (HHA) with support from various third parties, working with the LHA to further investigate and collect additional data on
including the Mimika local health authority (LHA). The HHA commenced potential impacts relating to human consumption of the identified clam species.
with a comprehensive human health risk assessment and continued with
broad-based community health surveys conducted by the LHA with PT-FI’s Community health outreach near our
Grasberg minerals district, Indonesia.
assistance as outlined in more detail on the following pages.
Monitoring our Impacts to Human Health

In addition to its ongoing comprehensive environmental monitoring and analysis
program, PT-FI has previously conducted human health risk assessments to
evaluate the potential health risks associated with possible exposure to tailings
and other mining waste constituents around our Grasberg operations. Risk
assessments are designed to identify potential exposure pathways that should
be further evaluated with additional data collection and research. The risk
assessments help ensure that PT-FI’s management programs are effective and its
monitoring efforts are robust, as well as identify areas for potential improvement.
Most recently, Gradient Corporation, a third-party environmental and risk

sciences firm, with support from PT-FI, conducted a risk assessment in
accordance with U.S. EPA guidelines for human health risk assessments.
Gradient identified and assessed the key potential exposure pathways and metal
concentrations in various environmental media taken from locations across the
Highlands, Lowlands and estuary areas. No significant elevated human health
risks were calculated from exposure to tailings system constituents across the
exposure pathways examined, with the exception of a clam species, if frequently
consumed in high amounts. All other plants, animals and fish in and around the
tailings system remain safe for human consumption based on the consumption
data and exposure pathways assessed in the risk assessment.
The findings identified a clam species collected from certain areas in the estuary
accumulated elevated levels of lead from sediments due to historical stormwater
run-off from the Wanagon overburden stockpile adjacent to the Grasberg open
pit in the Highlands. The underlying overburden erosion and run-off are being
managed and controlled, and PT-FI has not experienced similar erosion issues
at the Wanagon overburden stockpile since 2018. To mitigate the possibility of
erosion recurrence, PT-FI is continuing to cap the existing overburden stockpile
Learnings from Recent Community Health Surveys Partnering on Community Health

Starting in late 2021 and continuing into 2022, the LHA undertook various regency- In response to the results of the health surveys, PT-FI and the LHA have
wide community health surveys to acquire the latest information on community agreed to collaborate on longer-term public health challenges, with the local
health and to inform and devise an effective strategy for health development in government leading the efforts. The priority areas for this collaboration in
alignment with the goals of the Mimika government’s regional development plan. Mimika include the following:
The surveys were wide-reaching and examined areas such as environmental
health, access to health services, maternal health and nutrition and communicable • Malaria Control and Prevention Program: malaria is a major health
diseases. The surveys also allowed for lead and other metal testing in the local challenge in Mimika and efforts will support achieving the 2030 National
population, including blood and urine sampling, and deeper analysis into the food Malaria Elimination goals.
supply through a market basket study. This testing confirmed the risk assessment • Clean Water and Sanitation Facilities: activities will focus on providing
calculations predicting no significant elevated human health risks from exposure the needed infrastructure to ensure access to clean water and improved
to tailings system constituents across the pathways examined, except for a clam sanitation.
species. It also helped to inform the broader community health program. • Maternal Health: the program will focus on improving nutrition and
health access for pregnant women.
The LHA, with assistance from PT-FI, worked with national medical experts
at Udayana University supported by International SOS, and with experts from • Malnutrition Interventions: the program will address stunting and
the University of Indonesia to collect and analyze the biometric data and improving nutrition among children.
environmental sampling from across the community.
Though not identified as a critical health priority by the LHA, PT-FI also
The surveys were carried out in 12 villages selected based on their distance from plans to work with the LHA to identify and raise awareness of potential lead
PT-FI’s mining operations, including the two Lowland villages identified through and other metal exposures and support in-village observations to further
the human health risk assessment for potential lead exposures associated with understand community health behaviors more broadly. PT-FI also plans to
human consumption of a clam species, if frequently consumed in high amounts, continue to educate communities on the potential behaviors and activities
found in certain areas in the estuary. Of these 12 villages surveyed, six were that can contribute to increased exposure to metals in their environment.
close to or within PT-FI’s area of operations and six were not. This approach Future blood testing and community health surveys may be used to assess
provided the necessary geographic spread to measure potential impact from the effectiveness of the LHA’s priority programs and PT-FI’s educational efforts
metals associated with PT-FI’s operations and also provided key insights into regarding potential metal exposures.
non-mining related exposures.
We believe that PT-FI’s cooperation with the LHA demonstrates the
The results of the surveys indicated no correlation between constituents in importance of public-private partnerships on critical areas such as community
PT-FI's tailings management system and measured metals in blood. In addition, health. By using operational insights, PT-FI has been able to help inform
the initial survey results, which included intravenous blood testing, showed greater public health efforts and support long-term health intervention
that the average of various metal levels were within the range found in similar programs that will benefit the region.
studies of Indonesia and Southeast Asian populations. The results of the surveys
In addition to collaboration with the LHA, PT-FI continues to work closely
did, however, identify critical public health interventions needed in the short-
with the local Mimika government to support the provision of health services
term in Mimika, specifically malaria prevention, clean water, maternal health,
in the region as it has done for many years. In coordination with the local
and nutrition. The LHA has stated that these interventions require strategic and
authorities and non-governmental organizations, PT-FI and International SOS
sustained programs to meaningfully improve community health in the region.
will continue to implement programs for health education, prevention, and the
treatment of diseases within and around our operational area.
56
WORKFORCE
WHY IT MATTERS
An inclusive and diverse workforce with a broad range of experience, Our core policies ― including our PBC, Human Rights Policy, Business Partner
knowledge, background, culture and heritage drives innovation, enhances Code of Conduct, Inclusion and Diversity Policy and Social Performance Policy ―
operational performance and improves relationships with stakeholders. together outline our company culture, our commitment to doing what is right, and
Mining, by its cyclical nature, presents challenges to cultivating and the expectations we have of all employees and contractors. These global policies
maintaining a skilled, stable and diverse workforce. Commodity price are publicly available on our website and translated into the local languages of
fluctuations, geographically remote operations, shifting local demographics, the regions where we operate. We fully expect our workforce to understand and
and technological advances that are changing the way we work and compete comply with our trainings, policies, procedures, local cultures and laws.
for talent ― from both inside and outside the industry ― present challenges to
hiring and retention. PERFORMANCE
At the end of 2022, FCX’s global workforce totaled approximately 25,600
OUR APPROACH employees and 48,900 contractors. Our overall workforce headcounts
FCX believes our people are the foundation of our success and a competitive increased from the prior year, largely because more contractors worked at
advantage. Our ability to successfully recruit, retain, develop and advance certain of our Arizona sites during the year. Beginning in 2021 and during
talented employees is paramount. We focus on attracting and retaining 2022, we experienced an increasingly competitive labor market and labor
talented people by offering quality employment with fair and equitable shortages at our North America operations. As a result of this labor shortage,
compensation and benefits, as well as with opportunities for professional we hired more contract workers in 2022. The full-time employee turnover rate
development and advancement. We prioritize a highly engaged, agile at our North America operations has averaged 14% in recent years compared
workforce and, in addition to safety, we aim to support the overall health to the 9% average turnover rate across the company. To learn more, see the
and well-being of our workforce by providing access to health and wellness Recruiting, Retaining, Developing & Advancing our Workforce section.
resources, and offering opportunities for flexible work schedules, where
practicable, among other efforts. View more data in
the Performance
FCX operates in regions of varying ethnic, religious and cultural backgrounds, Data Section
where we often are the largest employer in our host communities. As such, we
are committed to fostering a company culture that is not only safety-focused,
respectful, and inclusive, but also that is representative of the communities
where we operate.
We seek to design our programs and initiatives with standardized processes and
priorities while being adaptable to site specific or situational circumstances. Site-
based employees implement customized programs to meet their site-specific
needs. We believe each site’s leadership team knows their site best and how to
successfully apply our human capital management programs.
Team member at our Grasberg

minerals district, Indonesia.
LABOR RELATIONS
We recognize and respect the rights of our employees, including rights to Our North America workforce is not represented by unions. Our hourly
freedom of association and collective bargaining, without interference or employees in North America elect to work directly with company
fear of retaliation. We are committed to prohibiting forced, compulsory and management using our Guiding Principles agreement outlining how we
child labor and human trafficking. We do not tolerate any form of harassment work together to achieve our collective goals within the values of the
or discrimination against individuals based on race, color, sex, religion, company. The Guiding Principles agreement is periodically updated with
national origin, sexual orientation, gender identity or expression, disability, input from employees and includes an open-door policy and a problem-
age, veteran’s status or any other characteristic protected by applicable law. solving procedure that have been established to provide a fair and impartial
Our global employee assistance programs provide support and a confidential resolution of concerns about employment. Our global workforce, including
reporting mechanism to employees who believe they have experienced North America, is encouraged to report grievance-related information to their
harassment, bullying or discrimination in the workplace. supervisor, local Human Resources representative, or our global compliance
department as described in the Business Conduct & Policies section.
During 2022, we continued to maintain positive and collaborative relationships
with unions representing our employees, working cooperatively with 12 unions in We recognize that prolonged strikes and other work stoppages can adversely
six locations worldwide. Approximately 30% of our global employee population affect our business, our workforce and regional stakeholders. As such, we
is covered by collective labor agreements (CLAs). In 2022, we successfully seek to openly engage with our employees directly, and where applicable, our
completed union negotiations at El Abra on a new three-year CLA, at PT-FI with union leadership to negotiate and uphold labor agreements. In 2022, there
all three unions on a new two-year CLA, and at Rotterdam for an extension of the were no strikes or lockouts at any of our operations.
current CLA through September 2023. The CLA between Atlantic Copper and its View more data in
three unions expired in December 2022, but has been indefinitely extended and the Performance
4760+ 67+ 0+
remains active by mutual agreement until the new agreement is negotiated. Data Section
48+25+234J 48+34+135J
GLOBAL WORKFORCE EMPLOYEES UNDER COLLECTIVE
(As of December 31, 2022) LABOR AGREEMENTS IN 2022
80% Indonesia
Europe/Other
60% South America
EMPLOYEES CONTRACTORS North America1
(Approximately 25,600) (Approximately 48,900) FCX Global
40%
30% FCX
20% Global Average
North America 48% Indonesia 48% 0%

South America 25% North America 34% 1. In North America, our hourly employees continue to elect to work directly with
South America 13% company management rather than through union representation using our
Indonesia 23% Guiding Principles contract, which adds value to the workforce and the company.
Europe/Other 4% Europe/Other 5%
58
RECRUITING, RETAINING, DEVELOPING & ADVANCING OUR WORKFORCE

The labor market tightened and competition for people continued to increase Our people management processes are intended to support our employees
in the U.S. and other markets where we operate during 2022. Attracting and from onboarding through the entirety of the employee's career journey. In
retaining employees with the technical expertise required to achieve our 2022, we updated our leadership competency model and in doing so, we
strategic objectives and competing for skilled labor in the current environment challenged ourselves to look at leadership through a variety of lenses. The
are significant challenges. aim of this process was to focus and prioritize the core competencies needed
for our leaders to be successful today and to consider and integrate the
We are working to respond to these developments by enhancing our focus skills we believe will be required for successful leadership in the future. Our
on engagement and retention efforts globally, and by further evolving our updated leadership competency model, which is now globally applicable and
people management resources (including our leadership competency more holistically integrates inclusion and diversity priorities, focuses on core
model) to support our existing workforce now and into the future. We believe competencies across four categories: leading yourself, leading others, driving
our front-line leaders are critical to employee development, advancement strategies and driving results.
and retention efforts, and our priority is to ensure our employees, and
especially our front-line leaders, are well-equipped and fully supported in
order to lead their teams to safely and responsibly deliver on our strategy.
FCX LEADERSHIP COMPETENCY MODEL
LEAD PEOPLE DRIVE BUSINESS

Create a safe environment and Foster success today and strategize
high-functioning empowered to ensure future sustainability
team where people understand and growth in an ever-changing
their value and do their best work business environment
Lead Yourself Drive Strategy
FCX LEADERS
Lead Others Drive Results
Build the Business
To support our updated leadership competency model, in 2022, our talent Employee engagement and feedback are core components of our talent
management team collaborated globally across our sites to develop targeted management program. Surveys are conducted at various points in the
learning and development goals. From this work, we plan to increase the employment journey. In 2022, we conducted brief engagement surveys for
catalog of leadership training available to our global employees across our employees at our North America sites, and our talent management team
all leadership levels, which will be made available in local languages. analyzed the engagement results to identify and determine actionable next
For example, the underground team at PT-FI determined the skills and steps. We also began to regularly request more specific feedback on company
competencies their leaders need to successfully drive their key priorities, culture during other stages of the employee experience, including through
from which the talent management team is tailoring a specific leadership onboarding and exit surveys. In 2023, we plan to collect data from employees
curriculum. Likewise, in early 2023, we implemented a new learning in other areas of the company to better understand the employee experience.
management system specifically designed to focus on the topics relevant to
our employees and leadership at our North America operations. Looking ahead, we expect our talent management processes and
corresponding training and development programs will continue to mature
We have a number of learning modules that are dedicated specifically to and evolve in line with our commitment to continuous improvement. We
supporting and enhancing the leadership and management skills of our recognize the ongoing training and development of our employees is critical
frontline supervisors, which we also are working to enhance. These include to helping ensure we have the right people with the necessary skills to safely
our “Welcome to Supervision” classes in North America and our “Coaching for deliver on our business strategy ― today and well into the future.
Success” webinars available at our sites in North America and Indonesia. In
2023, we plan to expand the knowledge and skills covered in these courses,
and we are working to offer these programs in the other regions where we New trainees at the Manyar
operate. In 2022, we also continued to expand our “Leading with Purpose” smelter project, Indonesia.
series beyond our Americas sites into Europe. As of year-end 2022, we had
reached approximately 450 leaders with our “Leading with Purpose” series,
which uses adult learning theory to teach critical leadership skills and to
challenge leaders to consider viewing leadership in new ways.
Ongoing training and development of our

employees is critical to helping ensure we have the
right people with the necessary skills to safely and
responsibly deliver on our business strategy.
60
INCLUSION & DIVERSITY INDUSTRY COLLABORATION ON DIVERSITY,

As a global organization operating in diverse parts of the world, we recognize EQUITY AND INCLUSION PRIORITIES
the importance of inclusion and diversity as a company priority. FCX’s FCX participated in an ICMM Diversity, Equity and Inclusion (DEI) working
Inclusion and Diversity Policy is applicable to our global workforce, and we group during 2022, to review ICMM’s performance expectations as part
have a cross-functional inclusion and diversity leadership team to help guide of a broader industry effort on workforce culture. The working group
the global strategy and direction of our programs. Recognizing that inclusion identified a need to enhance industry actions to eliminate all forms of
and diversity differs across cultures, we have formalized regional teams and harassment and unfair discrimination from the workplace, take proactive
dedicated site leaders to help identify and address local challenges and steps to achieve gender equality and the open participation of all peoples,
opportunities unique to each site and culture. In 2022, as part of our updated and reinforce the importance of psychological safety in an effort to achieve
leadership competency model, we also integrated several inclusion and zero harm. Several efforts are underway to enable FCX to conform to these
diversity priorities into our core competencies including: valuing diversity, expectations within the two-year required time frame for implementation,
creating an inclusive culture, and supporting and enhancing psychological including but not limited to: incorporating psychological safety through a
safety in the workplace. During 2022, we continued to train leaders across focus on mental health and well-being, enhancing talent management and
our global operations to help support them in fostering an inclusive and training to build capacity across our workforce, seeking feedback through
diverse environment. employee surveys and grievance process, and deepening of our human
rights efforts globally.
3 J +
GLOBAL EMPLOYEES (as of December 31, 2022)
49+51+J 97 23+64+13J
49% Racially or
Ethnically Diverse
NORTH
AMERICA
97% Indonesian
Nationals
INDONESIA
13%
Under 30
GLOBAL
BY AGE
23%
Over 50
99+1+J 99% In-Country
Nationals
GLOBAL
BY NATIONALITY
41% Indigenous 64% Between 1%

Note: Figures exclude contractors Papuan 30-50 Expatriates
View more data in

the Performance
Data Section
Bagdad operation, Arizona.
Diversity & Local Hiring

FCX is committed to fostering a culture that is inclusive and representative
of the communities where we operate. The vast majority of our employees
are from the countries where we operate. One of our greatest opportunities
to contribute to our host communities is through local employment and
capacity building. Local employment directly contributes to the economic
and social development of surrounding communities. Moreover, hiring locally
incorporates local cultures and knowledge into our company, which can
strengthen our programs and enhance global inclusion and diversity through
increased awareness, understanding and perspectives. We believe varied
workforce perspectives throughout our organization make us stronger.
We are often the largest employer in our local communities and hiring
locally is a commitment we make to the host communities surrounding our
operations and to our host countries. It is from this context that we must
tailor our approach to inclusion and diversity — by all definitions — across
our global business. We aspire for the diversity of our global workforce to
reflect the diversity of the communities where we operate. In North America,
49% of our employee base has self-identified as racially or ethnically diverse,
including 41% Hispanic representation and 4% Native Americans/Alaskan
Natives. In Indonesia, 97% of our employee base is Indonesian, including 41%
at PT-FI who are Indigenous Papuan.
We retain expatriate expertise for managerial and technical roles when we

determine it is not available in local communities. Expatriates and inpatriates
STRENGTHENING DIVERSITY IN OUR WORKFORCE PIPELINE receive cultural training upon their arrival to a new location. On average,
FCX continues to advance efforts to strengthen inclusion and diversity in expatriates represent 1% of people employed at our operations globally.
our workforce and people development pipeline. In 2022, we leveraged
a new recruiting platform, which has the ability to source a larger, more As we move forward, we believe enhanced communication, collaboration,
diverse candidate pool. This platform allows us to connect with students job opportunities and talent sharing across our sites will help us leverage
and alumni at 180 colleges and universities dedicated to serving students the unique perspectives and local knowledge within our organization. We
from underrepresented groups. These colleges and universities have more plan to seek ways to encourage and promote job opportunities for our
than 10 million active students, including 5 million women, and 2.4 million Indigenous communities and other underrepresented minority groups across
Black or African American and Hispanic candidates. Further, in 2022, FCX the organization, and we plan to focus on engaging with our contractors to
engaged with a non-profit that assists in creating career pathways for encourage them to employ diverse and representative candidates.
ethnically diverse students as well as helps employers foster diverse and
inclusive workplaces. FCX continues to leverage recruitment tools to attract
veterans, including a digital tool on our Careers page that helps veterans
find jobs at FCX that align with their skills and capabilities.
62
9568+ 30+ 36+ 83+

Gender Diversity
Gender diversity continues to be an important focus for FCX in recognition 2022 WOMEN EMPLOYED BY FCX LOCATION (%)
that progressing an inclusive workplace culture that extends beyond our
operational boundaries and into our communities is a critical driver for 20%
recruiting, retaining, developing and advancing top female talent. We are
proactively working to retain and attract women to work at FCX, and we
have been working to promote an inclusive culture and to support well- 15%
14% FCX Global Average
being initiatives, including flexible work hours at some sites, increasing
opportunities for remote work where feasible, and access to health and
10% North America
wellness resources.
Chile
Our gender representation goal in 2022 remained 15% women in our total Peru
5%
global employee base. In 2022, we continued to make progress against this Indonesia
target. At year-end, women represented 14.2% of our global employees, up Europe/Other
from 13.4% in 2021. The percentage of women in executive management 0
roles increased slightly in 2022 versus 2021. At year-end 2022, women
represented 36.4% of our Board, which subsequently increased to 41.7%
women representation in February 2023 following the appointment of
Kathleen L. Quirk.
Representation of women in our employee base ranges widely across our WOMEN IN LEADERSHIP POSITIONS (%)
global operations ― in North America, 20% of our employees are women, 2018 2019 2020 2021 2022
yet in Peru and Indonesia, only 6% and 8%, respectively, of our employees
are women. FCX’s global full-time employee turnover rate was 9%, with Board of Directors1 33.3% 33.3% 33.3% 36.4% 36.4%
women leaving our workforce at a slightly higher rate than men. Women
Executive
represented 23% of new global full-time hires during the year. Management
14.8% 13.8% 19.4% 21.2% 22.2%
Part of our ongoing work moving forward is to better understand the Management2 11.9% 12.4% 12.4% 12.1% 12.2%
specific regional contexts and drivers behind the lower numbers of women
in certain regions and to find ways to support inclusivity through capacity Non-Management2 12.8% 13.3% 12.7% 13.6% 14.4%
building, resilience, skills, knowledge and career development opportunities
― as well as finding additional ways to support our people outside the Total Employees 12.7% 13.2% 12.6% 13.4% 14.2%
workplace. While inclusion and diversity issues take time to identify and
1. Figures are as of year-end so many differ from those reported in our annual proxy statements which reflect
resolve, we are focused on addressing these challenges, increasing overall director nominees as of the record date for our annual meeting of shareholders for the respective year.
Following the appointment of Kathleen L. Quirk to FCX’s Board of Directors in February 2023, we now have
employee engagement and satisfaction, and finding ways to retain, develop 41.7% women representation on our Board.
and advance our female employees. 2. Amounts have been adjusted since prior year reporting following improvements to our data collection
processes.
Note: Employee figures exclude contractors and are as of year-end.
FAIR & EQUAL REMUNERATION PRACTICES

We are committed to respecting the rights of our workforce, including paying Following the results of each pay analysis, we conducted internal reviews
fair and equal wages. Our approach to compensation and benefits is market- for the pay gaps identified, considered performance, distribution of jobs,
based, competitive and informed by annual benchmarking and analysis. This experience, time in role and other legitimate business-related factors and,
includes equal pay for equal work and compensation levels that support the where appropriate, applied upward pay adjustments. These efforts have been
acquisition of the goods and services necessary for an average-size family to successful in helping us to improve pay gaps between 2021 and 2022.
meet their basic needs in the geographic locations where we operate — often
referred to as a living wage. In 2022, we continued working with BSR, a global sustainability nonprofit, on
a living wage assessment for both full-time and part-time employees. BSR
We are committed to providing equal pay for equal work regardless of gender, provided expertise as well as living wage benchmark rates for each of FCX’s
race, ethnicity or any other characteristic protected by applicable law. We locations globally, including operating sites, office locations, remediation and
periodically conduct internal compensation reviews to identify possible pay discontinued operations, and smaller processing locations. BSR’s living wage
gaps, which cannot be explained through performance, distribution of jobs, benchmark rates exceed the minimum wages in all 42 locations. Compensation
experience, time in role and other legitimate business-related factors. To for all applicable employees was reviewed and meets BSR's living wage
further our commitment to provide equal pay for equal work and to support benchmarks for each respective location. In 2022, we completed a pilot living
our global inclusion and diversity efforts, in recent years we engaged a third- wage assessment of on-site contractors, with input and guidance from BSR,
party compensation consultant, Mercer, to evaluate our gender pay equity with a view to extending our living wage commitment to our on-site contractors
practices across our global operations. Our initial review was conducted in in the future. We are working with BSR to evaluate next steps in 2023.
2021 and included a robust statistical analysis and detailed compensation
reviews of our global employee base. In 2022, we worked with Mercer to Moving forward, and in recognition of evolving pay landscapes, we plan to
conduct an updated analysis of base pay, which showed a gender pay equity conduct evaluations of our pay equity practices and living wage assessments
gap ratio of more than 0.995 (female employee) to 1 (male employee). We on a periodic basis and integrate key learnings into our compensation
also analyzed total compensation and concluded global female and male processes. We will seek to integrate the results into our annual compensation
employees are in statistical parity regarding total compensation. review process across our global operations.
In addition to the gender pay equity analysis, Mercer has also conducted
similar analyses over the last two years to review race and ethnicity pay equity
across our U.S. operations. In the U.S., the 2022 race and ethnicity pay analysis
showed a pay ratio of more than 0.995 (Hispanic employee) to 1 (white
employee). There was no statistically significant pay gap for other non-white
employee ethnicity group in U.S. as compared to White employees. We also
analyzed total compensation and concluded all ethnicities in the U.S. are in
statistical parity regarding total compensation. We are committed to providing
equal pay for equal work regardless of
gender, race, ethnicity or any other
characteristic protected by applicable law.
64
COMMUNITIES & INDIGENOUS PEOPLES

WHY IT MATTERS
The relationship between a mining company and its neighboring communities is dynamic. Mining is an
inherently cyclical business with production levels fluctuating over time. While copper and molybdenum
mines typically have long lives, mining resources ultimately are finite. Increasing automation, technical
innovation and shifts in the global economy are changing mining processes and labor requirements.
Furthermore, many Indigenous Peoples have historically occupied or have ancestral connections to lands
on or near mining operations. In recent years, some Native American tribes have become more vocal in
their objections to mining companies as they seek to protect the environmental and cultural resources
associated with their current and ancestral lands. Mining companies must work collaboratively with host
communities, including Indigenous Peoples, to build and maintain trust and to support them in developing
the necessary skills and capabilities to adapt, navigate transitions and succeed over the long term. This
ongoing collaboration is critical to maintaining a social license to operate.
OUR APPROACH
FCX strives to work in partnership with our host communities and Indigenous Peoples to earn and
maintain their trust and deliver shared value. We not only seek to avoid, minimize and mitigate adverse
impacts from our operations, but we also aim to provide long-lasting benefits to our neighbors. We
work in partnership with our host communities — which in many cases includes Indigenous Peoples —
to help increase resilience and well-being at the individual and community levels to help people thrive
over the life of our mines and beyond.
Proactive, ongoing engagements and constructive dialogue are foundational to our approach. This is how
we understand actual, potential and perceived impacts on our host communities, build trust, and mutually
identify the most relevant social investments and development priorities to address our impacts and
support enhanced resilience. We also work actively through engagement and capacity-building activities
to support host communities in maximizing the social and economic benefits of our operations.
Farmers near our Cerro Verde operation in While we tailor our programs to site-specific dynamics of the operation and host communities, our
Peru practice sustainable agriculture and are
supported by the company through a variety of
overarching objectives in partnership with local stakeholders remain consistent: (1) working to build
business development and training programs. enduring trust, (2) avoid, minimize or mitigate adverse impacts from our operations, (3) maximize the
positive benefits, and (4) support our communities in building the resilience necessary to thrive and
adapt during and beyond the life of our mines.
We work in partnership with our host communities and

Indigenous Peoples to earn and maintain their trust and to
contribute to long-term shared value and resilience.
Policies & Programs STAKEHOLDER ENGAGEMENT

• Social Performance Policy – This policy outlines our commitment to We regularly seek feedback and input on a range of topics from our host
engage and collaborate with local communities in an effort to avoid, communities and other stakeholders affected by our operations or projects
minimize, mitigate and remedy adverse impacts while maximizing through our various engagement channels. The interests and concerns of
opportunities to deliver value from our presence. It also includes our our stakeholders can change over time; therefore, ongoing and proactive
commitment to work towards achieving the Free, Prior and Informed engagement to learn about changing needs and expectations is necessary.
Consent (FPIC) of affected Indigenous communities. We engage with stakeholders through Community Partnership Panels in the
• Social Performance Management System (SPMS) – This system U.S., community engagement dialogue in South America, and partnerships
operationalizes our policy commitments and documents and with the Indigenous Councils in Indonesia led by Community Liaison
institutionalizes the actions, behaviors and expectations for how we Officers. All three models focus on collaborative, proactive, transparent
interact with our communities, including Indigenous Peoples, across our communications and dialogue, and all include local leaders and citizens who
global business. The SPMS applies to active and discontinued operations represent a broad range of stakeholder groups in each community. In addition,
and new projects alike with the goal of driving robust and consistent all of our operations frequently engage with stakeholders through situation- or
social performance and critical internal coordination, communications topic-specific meetings, presentations, community affairs office hours, and
and accountability. other community outreach and engagement efforts. Through our collaborative
engagements, we identify relevant community programs and projects, some of
• Social Performance Plans – Each operating mine site and new project
which are featured in this report. In 2022, we held approximately 5,500 formal
maintains a social performance plan that articulates site-specific activities
community engagement meetings through our various models.
that address the requirements of the SPMS within the local context,
including risk and impact assessment and management, required In 2022, we adopted a company-wide digital system to enhance the tracking
ongoing consultation and engagement with affected stakeholders and and documentation of our informal and formal stakeholder engagements
development assistance for the communities near our operations, among and reported community grievances. This system increases our visibility into
other things. potential operational risks by integrating our community stakeholder and
• Human Rights Policy – States our commitments to the International Bill grievance information in with our risk register, where risks are cataloged
of Human Rights, the UNGPs and the VPs in addition to our zero according to priority and then managed.
tolerance for human rights abuses at our operations and throughout our
value chain.
DreamCatcher graduates, Arizona.
We acknowledge and respect the

Indigenous Peoples who have historically
occupied areas on or near our operations or
have ancestral connections to these lands.
66
COMMUNITY GRIEVANCE MECHANISM

To support constructive engagement and resolution of potential issues and During 2022, our global operations recorded 161 community grievances,
adverse impacts, we maintain a site-level grievance mechanism where mostly regarding health and safety, environmental concerns, community
community members, including Indigenous Peoples, can register their benefits, and local sourcing.
complaints. Our community grievance mechanism serves as an early warning
system for FCX by tracking trends and patterns in grievance types so they can For example, we have received numerous grievance reports about highway
be addressed in their earliest stages, ideally prior to further escalation. safety incidents involving individuals throwing rocks at vehicles on the
primary roadway connecting our Morenci and Safford operations. In response,
Our community grievance mechanism is available in local languages, with employees from our Safford operations engaged the San Carlos Apache Tribe’s
management protocols tailored to local culture, and serves as the system Chief of Police, Transportation Committee, and Law & Order Committee;
for documenting and tracking complaints or impacts as well as the type and and the Arizona Department of Transportation (ADOT) Southeast District
timeliness of our responses. We socialize our grievance mechanism through Administrator to investigate the issue. The group determined that the majority
a variety of means tailored to local customs and site-level engagement of incidents occurred during summer and winter school breaks. Nearby school
strategies, including verbally, by distributing flyers at community meetings and districts joined our stakeholder group and an action plan was created to thin
posting information on our Freeport in my Community website, among others. overgrown vegetation and improve lighting along the highway and bridge
crossings. It also included communicating with school resource officers and
Grievances are typically received (either anonymously or with attribution) by publicly posting about the incidents on social media. After school and summer
community engagement team members through in-person engagements, in science, technology, engineering and math (STEM) programming was created
writing via physical drop boxes, or via local telephone hotlines. All grievances to keep students engaged throughout the year. In 2022, this STEM programming
are routed to the site community grievance officer, who is expected to contact received a $20,000 grant from FCX’s Native American Partnership Fund.
the complainant within two business days to confirm receipt. The community Stakeholder collaboration will continue into 2023 as ADOT seeks federal funding
19+15+121086321J
grievance officer works with relevant departments to investigate, and where to develop a comprehensive safety action plan for this corridor.
appropriate, provide remedy. We aim to respond to grievances within 30 days
of receipt.
Health & Safety 19% Property Damage 6%
Our recently adopted company-wide digital platform improves the community Environment 15% Cultural Heritage 3%
grievance escalation process by streamlining internal communication and Community Land Rights 3%
provides for easier identification of trends across our sites. Community Investments 12% Livelihoods 2%
GRIEVANCE
grievance officers can record entries in their local language on their mobile Local Sourcing 12% Workforce Behavior 1%
TOPICS (%)
device from the field, and where applicable, recorded grievances are synced Other1 10% Community
with environmental incidents and stakeholder profiles within the broader Employment 8% Engagement 1%
stakeholder management system. Odor, Noise,
Vibration 8%
During 2022, we implemented our updated community grievance
management standard operating procedure across our sites, which had been View more data in
updated to incorporate the effectiveness criteria outlined in the UNGPs and the Performance
Data Section
formalized a process for quarterly corporate team reviews. These reviews help
drive consistency in grievance handling across sites as well as monitoring of 1. Other includes obstruction of view, light disturbance, blight, housing and other grievances not listed above.
trends and opportunities to share learnings across sites. Note: A "community grievance" is any self-reported issue/concern (perceived or actual) that an affected member or
group of the communities within our area of direct or indirect operational impact and other stakeholders wants FCX
or its business partners to address and resolve.
OUR APPROACH WITH INDIGENOUS PEOPLES INDIGENOUS GROUPS/COMMUNITIES1 BY REGION/SITE

Indigenous Peoples often reside in areas that are home to rich biodiversity
Southwestern U.S. (Arizona, Colorado, New Mexico)
and to many of the most diverse peoples, languages and cultures. We
Ak Chin Indian Community Salt River Pima-Maricopa
acknowledge and respect the social, economic and cultural rights of the
Fort McDowell Yavapai Nation Indian Community
Indigenous Peoples who have historically occupied areas within or near
Fort Sill Apache Tribe2 San Carlos Apache Tribe
our operations or have ancestral connections to these lands, and we also
Gila River Indian Community Southern Ute Tribe
understand that Indigenous Peoples often have special connections to land,
Hopi Tribe Tohono O’odham Nation
water and other natural resources that can be tied to their physical, spiritual,
Hualapai Tribe Ute Mountain Ute Tribe
cultural and economic well-being.
Mescalero Apache Tribe White Mountain Apache Tribe
We are steadfast in our commitment to acknowledge, respect and engage Navajo Nation Yavapai-Apache Nation
collaboratively with Indigenous Peoples. We strive to understand the values Pascua Yaqui Tribe Yavapai Prescott Indian Tribe
and cultural needs of each group of Indigenous Peoples, develop and maintain Pueblo of Zuni
ongoing relationships, support effective, ongoing engagement and create
opportunities for social benefit, shared value creation and long-term resilience.
We do this by consistently applying our Building Trust approach, which aims
to foster trust through ongoing engagement, transparency and creating shared El Abra (Chile)
value. We began this approach in North America and it is informing our global Ascotán Cupo
engagement strategies with Indigenous Peoples, which we discuss in more Ayllu Ojos de San Pedro Estación San Pedro
detail on the following page. Ayquina Lasana
Caspana Ollagüe
We also are committed to adhering to the ICMM Position Statement on Chiu Chiu Taira
Indigenous Peoples and Mining, and we are dedicated to pursuing FPIC for Conchi Viejo Toconce
new projects and material expansions of existing projects where significant Coska
impacts are likely to occur.
Our stakeholder engagement program includes formal interactions with

Indigenous Peoples in Central Papua, Indonesia; Native Americans in the U.S.;
and the traditional communities of Alto El Loa in Chile. The adjacent table PT-FI (Central Papua, Indonesia)
provides a listing of the Indigenous Peoples with whom we currently interact Amungme Mee
on either a routine or periodic basis. This list is neither exhaustive nor static. Damal Moni
For example, there are other Native American Tribes in the Southwestern U.S. Dani Nduga
whom we interact with on a limited basis. Kamoro
1. Listed in alphabetical order

2. While their tribal government is located in Oklahoma, some of our operations are located in part of the
Fort Sill Apache Tribe’s aboriginal homelands.
68
BUILDING TRUST WITH INDIGENOUS PEOPLES

Over the last few years, we have focused on strengthening our work to This approach is driven by dedicated trust-building teams at our operations,
build trust with Indigenous Peoples potentially or actually impacted by placing the engagement strategy and execution in close proximity to our
our operations. We know that trust is earned, and thus, the overarching, Indigenous neighbors. These cross-functional teams are responsible for
systemized approach seeks to facilitate trust through dialogue, ongoing understanding the values and cultural needs of each group of Indigenous
relationships, transparency and creating shared value—as opposed to Peoples, for developing and maintaining ongoing relationships, for identifying
transactional engagements. Over time, deeper trust among FCX and and supporting effective engagements on a regular basis and for creating
Indigenous Peoples is expected to enable a clearer path to FPIC when new opportunities for social benefit.
expansions or projects are undertaken that may have significant adverse
impacts on Indigenous Peoples. As Building Trust has matured across the organization, so too has its reach.
More team members at FCX are interacting with our Indigenous neighbors,
We began the Building Trust approach in North America in 2019 with a and our engagements have become more robust and have broadened beyond
workshop facilitated by third-party experts in Indigenous Peoples relations. tribal leadership into Indigenous communities. This serves as evidence that
We wanted to better understand our current relationships with Native American sustained, intentional and culturally respectful engagement
Tribes and identify areas and key goals for improvement. Our internal Native can build deeper trust and stronger relationships.
American Affairs team, made up of professionals with diverse tribal heritage and
experience, provided critical guidance and leadership through this effort, and
continue to do so on an ongoing basis. The team’s expertise, knowledge and
perspective are invaluable to informing our practices.
BUILDING TRUST IN ACTION

In 2022, FCX began working to acquire land from the Arizona State
Land Department and Bureau of Land Management, which would
be added to our Morenci and Safford operations. We voluntarily
and proactively began outreach with the neighboring Indigenous
communities ahead of the formal tribal consultation process.
Initial conversations were challenging, given that we are seeking
to privatize additional land. However, our proactive outreach
demonstrates our respect for the tribes and their input. We also
engaged Indigenous communities that have ancestral connections to
the area. We believe this engagement has been welcomed by the 11
participating tribes, and many tribes indicated they were interested
in additional engagement.
FCX Native American Scholarship
recipient in Arizona. We seek to
support our Indigenous neighbors
through capacity building and
educational opportunities.
Members of the Kamoro Indigenous

LAND USE, RESETTLEMENT AND CUSTOMARY RIGHTS community near our Grasberg
operations in Papua, Indonesia.
Indigenous Peoples in Chile and Native Americans in the U.S. either currently
or have historically occupied lands in proximity to our operations or have
ancestral connections to these lands. Our Grasberg operations in Indonesia
are located where Indigenous Peoples of Central Papua hold customary land
rights. All land used by our Grasberg operations was legally and formally
released by the customary landowners through the local government for
use by the company when PT-FI signed its initial Contract of Work with the
Government of Indonesia in 1967. Since then, PT-FI has been granted a special
mining license from the Indonesia government and entered into several
agreements related to customary land rights recognition with the Indonesia
government and Indigenous Peoples.
In all cases, we seek to avoid involuntary displacement of people, whether

physical or economic, and when unavoidable, we are committed to
conducting community resettlement activities in alignment with international
best practice. This requires careful planning and implementation, including
information disclosure, consultation, and informed participation of the
people affected in order to minimize impacts through appropriate mitigation
measures. This commitment is reflected in our Social Performance Policy
and Human Rights Policy available on our website. We have not had any
involuntary resettlement activities since 2016 when FCX sold its interest in
the Tenke Fungurume mine in the Democratic Republic of Congo.
We acknowledge and respect the social,

economic and cultural rights of the Indigenous
Peoples who have historically occupied areas
on or near our operations or have ancestral
connections to these lands.
70
CULTURAL HERITAGE Americas

Cultural heritage can be defined as Indigenous Peoples’ or any other In 2022, we launched a Native American Cultural Awareness & Sensitivity
population’s unique assets and resources, including, but not limited to Training series designed to help our teams understand and more deeply
tangible assets such as places, buildings, and artifacts, or intangible respect the heritage of Indigenous Peoples in North America. The training
assets such as practices, customs, religious/spiritual sites and shrines. series is made available to our sites across the U.S. and to teams at our
We recognize that respecting and supporting the cultural heritage of corporate offices. By the end of 2022, FCX leaders and teams, who have the
our host communities, including our Indigenous neighbors, is critical to potential to interface with Indigenous communities, received the training.
our ongoing social license to operate. While cultural resources linked to
the heritage and history of an area are associated with a wide variety of Our Sierrita operations have worked with the Tohono O’odham Nation to
people and places, within the context of mining we recognize it is critically formalize a process for accessing company land for harvesting vegetation
important for Indigenous Peoples. and have conducted four harvests of the fruits of culturally significant plants
in the San Xavier District during the year. For Indigenous Peoples, harvesting
We acknowledge that the nature and location of our mining and processing is a centuries-old practice that connects to subsistence, health, religion and
activities means we have the potential to impact cultural heritage. We seek relationship with traditional environments.
to avoid, minimize or mitigate negative impacts to cultural heritage through
studies or surveys, planning and ongoing engagement with Indigenous In Peru, we continued aiding an annual Indigenous Peoples horse pilgrimage
Peoples and other impacted communities, including providing opportunities that passes through our Cerro Verde operations. We provide infrastructure and
for stakeholders to identify any assets or resources that are culturally support to ensure people and their horses can safely cross our operations to
or traditionally significant and participating in decisions regarding their arrive at a culturally significant religious site. We also partner with the Catholic
protection and management. Church to maintain ecclesiastic monuments in the community and with local
authorities to preserve archeological artifacts in a Tambo Cultural (museum) in
We are guided by a fundamental commitment to respect and appreciate the Yarabamba District to help preserve Peru’s rich culture.
the cultural heritage of people in the communities where we operate. This
promise is connected to our overarching commitments — such as Human Indonesia
Rights — and it manifests in the choices we make when our operations In Indonesia, we are supporting the Indigenous Kamoro in their tradition
can adversely impact the culture of our communities and neighbors. of wood carving. In cooperation with the Maramowe Weaiku Kamorowe
Foundation, we are seeking to increase the number of young Kamoro carvers
In 2022, PT-FI supported two to promote their art and culture. Furthermore, we are helping the carvers create
nearby villages of Indigenous
Kamoro community with
a marketplace for their art to increase awareness and income opportunities.
their right-of-passage ritual Through 2022, PT-FI has supported 544 Kamoro carvers from 33 villages.
called Karapao.
In 2022, two villages of the Kamoro tribe adjacent to PT-FI’s operations
conducted a rite-of-passage ritual called Karapao in which boys are initiated
into manhood. The ritual includes an eight-month-long process of reinforcing
the connection of the boys to land, rivers, kinship and ancestors. PT-FI
supported the Kamoro villagers throughout the preparation and implementation
of the ritual by preparing the ritual pad, and providing transport of goods,
extended family members and guests. The ritual culminated in September 2022,
and PT-FI’s senior leadership was invited to attend.
COMMUNITY RESILIENCE COMMUNITY RESILIENCE FOCUS AREAS

We are committed to working with local communities and Indigenous
1 2 3
Peoples in the areas where we operate to build resilience and well-being
in order to help communities and people thrive over the life of our mines
and beyond. Partnering with communities to increase resilience means
supporting their ability to better anticipate, navigate and successfully adapt
to unforeseeable events or conditions, such as impacts from climate change
or changes in employment types and opportunities. This includes creating EDUCATION & ECONOMIC COMMUNITY-LEVEL
opportunities, activities and skills that increase community-level capacity SKILL-BUILDING OPPORTUNITY LEADERSHIP &
to maximize the economic opportunities created by and beyond mining to CAPACITY BUILDING
increase long-term socioeconomic benefits.
We believe we can best support community and Indigenous Peoples’

resilience by focusing our efforts in three main areas: (1) education and
skill-building, (2) economic opportunity, and (3) community-level
leadership and capacity building. Within each of these three areas
is a fundamental commitment to enable the skills of individuals and
communities necessary to achieve the overarching goal of resilience.
Community member
near our Cerro Verde
operation, Peru.
72
1 Education & Skill-Building

By increasing the quality, availability and access to education and skills training for Indigenous Peoples and the
local communities, we aim to improve socio-economic mobility, which in turn can help to build resilience over time.
This includes providing opportunities for people to gain and adapt skills that allow them to secure employment in
the mining industry, its value chain and beyond.
Americas Indonesia
• Through our engagement and dialogue with Native American Nation • PT-FI provides funding and technical assistance to support various
leaders, we understand that a certificate or degree is a high priority for community development programs in areas such as health, education,
tribal members. In partnership with Education Forward Arizona, our economic development and local infrastructure. In 1996, PT-FI established a
Native American Scholarship Program provides scholarships to attend social investment fund with the aim of contributing to social and economic
trade schools, two-year community and tribal colleges, and four-year development in the Mimika Regency. Prior to 2019, the fund was mainly
universities and includes a personal success advisor for each student, managed by the Amungme and Kamoro Community Development
helping them to navigate and overcome the challenges of college life Organization, a community-led institution. In 2019, a new foundation, the
and academics. This extra support significantly increases completion Amungme and Kamoro Community Empowerment Foundation (Yayasan
rates for these students who are often first-generation college attendees Pemberdayaan Masyarakat Amungme dan Kamoro, or YPMAK) was
and enables a smoother transition to career. In 2022, we expanded established, and in 2020, PT-FI appointed YPMAK to assist in distributing
the program significantly by committing $6 million to help 200 Native a significant portion of PT-FI’s funding to support the development and
American students from 14 eligible Tribes graduate by 2026. Likewise, in empowerment of the local Indigenous Papuan people. Among the various
2022, also in partnership with Education Forward Arizona, we launched a programs, YPMAK supports a scholarship program for the local Indigenous
new scholarship program to honor the Navajo Code Talkers, who during Papuans, which aims to increase the number of Indigenous Papuans
World War II used their native language to create an unbreakable code receiving education, who can then help support development in Papua and
for radio and telephone communications. Specifically, we committed Indonesia. In 2022, the program had 1,222 active scholarship recipients and
$3 million in scholarships to help 100 Navajo students graduate with a supported 1,530 students in the boarding school program.
higher-education credential by 2026.
• At El Abra, we created a School Fund, which has supported teachers and
students in Alto El Loa for 12 years. In 2022, we extended the program
into more communities in the Antofagasta Region, strengthening our
commitment and widening the impact on the quality of education.
Schools apply for funding in the following four categories: environment
and/or heritage, innovation and/or technology, health and well-being,
and school equipment and infrastructure improvement.
We work to support the education of

local Indigenous Papuans near our
2 Economic Opportunity
By strengthening various local community support services and resources that are critical to enabling economic
opportunity, we aim to contribute to overall community resilience and well-being. Our work includes supporting the
development and growth of small businesses, promoting local sourcing opportunities, enhancing basic infrastructure
such as affordable housing, aiding local food security, and supporting widespread access to health and wellness services.
Americas Indonesia
• In 2021 and 2022, the Freeport-McMoRan Foundation provided operating • In 2022, PT-FI provided $1.5 million in support of nearly 200 local
support to the Arizona Economic Recovery Center, which was launched entrepreneurs. This support helped local micro-, small- and medium-
to provide technical assistance and training in rural Arizona communities, business owners create new market opportunities, expand, and hire more
including tribes and Indigenous Peoples to aid them in submitting higher local talent. This support helped spur the creation of more than 1,500
quality competitive applications for federal, state and foundation grant employment opportunities in the Mimika Regency.
funding. Through support from FCX and other partners, this program has • PT-FI and YPMAK promote projects under their Local Commodity/
assisted nearly 500 organizations in receiving 100 grant awards totaling Agriculture Development Program to different stakeholders, and as of
$30 million dollars. year-end 2022, approximately 1,000 people were employed through its
• Since 2018, we have supported Kickstart Ajo, an initiative led by the projects relating to fishery, livestock breeding, farming, and food security.
International Sonoran Desert Alliance that aims to build a more resilient Long-standing projects, such as the fisheries project, which has been
local economy by increasing access to capital and growth opportunities operating since 2002, and the animal husbandry project, which has been
for the area’s business community. Through multi-agency collaboration, operating since 2011, have created alternative employment opportunities
the effort has mobilized an array of services and support, such as for local community members. Additionally, PT-FI and YPMAK support
technical assistance, matched savings accounts, micro-grants and the agriculture and food security project, which aims to educate local
access to other capital to empower entrepreneurs in Ajo, Arizona (where communities on plant cultivation of sago, coffee and horticulture produce
FCX has discontinued operations). Eighty-four businesses have received such as vegetables and fruits.
support since the inception of the project.
• At Cerro Verde, we support the Center for Entrepreneurship and Business
Development (EMPRENDE) to provide no-cost business management
consulting to entrepreneurs in the site’s direct influence area. EMPRENDE
has provided more than 52,800 hours of consulting services to more than
3,900 entrepreneurs. Eighty-eight percent of participants have gone on
to establish formal businesses, and 82% of EMPRENDE participants are
women entrepreneurs.
Community members near

our Grasberg minerals
district, Indonesia.
74
3 Community-Level Leadership and Capacity Building

By investing in capacity building and leadership development, we aim to better enable community-level institutions
and their leaders, including local governments and nonprofits, to develop, improve or retain knowledge and
skills that can help them become more effective and empowered in stewarding the community’s well-being and
resilience over time. We view capacity building as a continuous effort to promote resilient and empowered citizens
that can thrive during and beyond the life of our mines.
Americas Indonesia
• We partnered with Better City to work with local communities to develop • In 2022, we facilitated two trainings for Indigenous Peoples near our
Resilience Action Plans. This community-led process helps stakeholders Grasberg operations to help enhance their leadership, infrastructure and
identify, understand and pre-emptively mitigate potential risks specific financial management. Additionally, in collaboration with the Indigenous
to their local context with special attention on mine closures and climate Councils and the local university, we entered into an agreement to
change. The plans identify concrete strategies that the communities monitor and evaluate PT-FI’s social investment in the Kamoro and
can deploy to combat possible scenarios that address challenges and Amungme communities. We will begin training the Indigenous Councils
opportunities. In 2022, Resilience Action Planning was conducted in Lake on effective management of social investment funds later in 2023.
County, Colorado and Grant County, New Mexico. We expect to initiate
this work at additional U.S. sites in 2023.
Cerro Verde operation supports
• We helped improve water availability for the district of La Joya near local water infrastructure that
our Cerro Verde operations. The project included the installation of a benefits agriculture in the region.
cleaning system, new hydraulic cylinders and infrastructure lighting in
the Socosani dam as well as improving the tunnel of the main canal used
for irrigation which increased water access. As the climate changes,
access to water has become increasingly challenging for this community
and this effort supported both adaptation of and economic benefit for
the district. These investments benefit the approximate 40,000 people in
the district of La Joya and 2,500 farmers in the area who farm on 10,000
hectares of land.
• In 2022, we launched an Agricultural Fund for Rural Development
near our El Abra operation to help promote agricultural and livestock
development in the rural areas of the El Loa and Tocopilla provinces. In
its first year, the fund supported 35 projects that helped area farmers
modernize production processes, acquire and use new technologies,
optimize crop yields, enhance infrastructure, and purchase new
machinery to reduce the physical burdens on farmers in the region, a
significant portion of which are older adults.
DreamBuilder graduates near

WOMEN’S EMPOWERMENT & DEVELOPMENT our El Abra operations in Chile.
Women’s empowerment is a theme across our community engagement
and investment work. We believe inclusive and diverse communities that
enable full and equal participation of women are stronger, more stable and
resilient over the long term. In addition to contributing to the UN SDGs, our
empowerment initiatives seek to promote women’s rights through policy
advocacy, leadership in the public and private sectors, small business training,
supply chain access programs and educational attainment.
The largest of our economic empowerment programs, DreamBuilder — a

free, online entrepreneurship training program for women — has reached
enrollment of more than 134,000 women across the world (primarily in the
U.S., Chile and Peru where we operate). In Peru alone, over 30,000 women
were enrolled as of year-end. Now in its eleventh year, the program seeks to
equip women with the skills and confidence needed to become financially
independent business owners. In 2022, graduates of the program applied
their learnings to professional services, adult literacy, jewelry and sustainable
children’s games, among other small businesses.
FCX partners with WEConnect International and Vital Voices to support

women's empowerment and leadership. As both a member of, and long-
standing partner with, WEConnect International, FCX has helped enable DreamBuilder has reached
women business owners compete for a greater share of private sector
sourcing contracts, including identifying opportunities for women to enrollment of more than
134,000
participate in our own supply chain. FCX is also the sole investor in VVEngage,
a partnership with Vital Voices to advance women’s public leadership and
the UN SDGs by conducting online and in-person training sessions with
experts from the Vital Voices Global Network and professors from the Harvard women across the world.
Kennedy School of Government. The customized fellowship curriculum
includes nine months of rigorous courses in topics such as leadership,
strategic communications, strategy and governance and supports the fellows
to acquire specific skills to achieve their goals related to the advancement of
the SDGs in their communities. Since its launch, 114 female fellows from 60
countries around the world have benefitted from VVEngage.
76
ECONOMIC CONTRIBUTIONS
WHY IT MATTERS
Mining operations can contribute to national, regional and local development important to our business and the industry. The Extractive Industries
through employment opportunities, voluntary investments in communities Transparency Initiative (EITI) is a global standard to promote transparent
and through taxes, royalties and other financial obligations in jurisdictions and accountable management of natural resources. We have endorsed and
where the operations are located. Transparent disclosure of our revenues and committed to support the EITI since 2008. We maintain significant mining
payments to host governments and investments in communities can promote operations in Indonesia and Peru, both of which have implemented EITI,
better governance and accountability regarding the distribution of natural and we actively support and participate in associated in-country processes
resource industry revenues. as part of EITI. We also aim to support governments’ ambitions to achieve
contract transparency. In addition to our country-level EITI commitments
OUR APPROACH and regulatory reporting obligations, our practice is to provide transparency
As an important part of our commitment to responsible production, FCX aims by voluntarily reporting cash payments to governments in all significant
to be a good corporate citizen in the host communities and countries in which jurisdictions where we conduct business. Our support includes direct financial
we operate. We contribute to the wealth and prosperity of these countries, contributions as well as contributions through ICMM.
regions and communities by generating economic value that includes tax
and royalty payments, which support essential government functions such Management of our tax strategy is conducted within the corporate finance
as education and infrastructure, local hiring and procurement that supports group under the direction of our Chief Financial Officer. Tax risks are identified
many types of jobs in a community or region, and other direct and indirect and monitored by a global team of tax professionals, who assist in executing
community investments. However, it is also important to recognize that our tax affairs in line with our strategy, PBC and internal control policies.
mining is an inherently cyclical business with production levels and profits We are committed to fully cooperating with all tax authorities and providing
fluctuating over the life of the mine, which can impact our economic and access to accounting and governance documentation as requested.
social investments and other sustainability programs.
ECONOMIC CONTRIBUTIONS & CASH PAYMENTS TO GOVERNMENTS
In 2022, FCX’s direct economic contributions totaled $19.0 billion, which
includes $10.8 billion in payments to suppliers; $2.6 billion in employee wages
and benefits; $2.3 billion in payments to providers of capital; $3.2 billion
in taxes, royalties and other payments to governments; and $177 million in
We contribute to
voluntary community investments. We also made investments of $3.5 billion in the wealth and
capital expenditures.
prosperity of the
Please refer to the key economic contributions and cash payments to
governments tables in the Performance Data section of this report for more
countries, regions
detailed financial information. and communities
FCX’s global tax strategy seeks to balance the economic considerations of where we operate
our host governments and stakeholders with our business objectives. In by generating
jurisdictions where we conduct business, we advocate for the development
and implementation of fair and predictable tax laws on issues that are economic value.
COMMUNITY INVESTMENTS
$2.3 2022 TOTAL

We believe communities best understand their own needs and our ongoing
engagements are designed to facilitate dialogue related to their needs and
objectives as well as cultivate opportunities for partnership. We fund our social
COMMUNIT Y
investment programs directly through each operation and their respective
foundation or community trust fund. We encourage community-led processes
that seek to empower stakeholders to help direct our investments to relevant
BILLION INVESTMENT
CUMULATIVE
programs that meet mutually defined goals and objectives. Annually, we
seek to invest 1% of our revenue (based on a prior three-year average). Our
investment target for 2023 is approximately $200 million, and we invested $177 INVESTMENT $177
million during 2022, which exceeded our target of $171 million. Our revenue
and corresponding community investments tend to vary year over year
because of a variety of factors, including the cyclical nature of our business
SINCE 2009 MILLION
and community needs. Since community investment targets were first
established in 2009, we have invested nearly $2.3 billion dollars in community
development initiatives.
View more data in
the Performance
Data Section
CONTRIBUTING TO THE UNITED NATIONS SUSTAINABLE DEVELOPMENT GOALS

The SDGs were adopted by the United Nations in 2015 and seek to make the While we have been mapping our programs to all of the SDGs for many
world more peaceful and prosperous for both people and planet. By supplying years, our goal is to advance this work by more deliberately identifying
responsibly produced copper, we are proud to be a positive contributor to the and focusing on those goals where we believe we can make the most
world well beyond our operational boundaries. Being a responsible producer meaningful contribution. We have identified the SDGs that we believe our
includes contributing to relevant SDGs within our host communities and global programs contribute to the most and have noted the relevant goals
countries and across our value chains, while simultaneously seeking to mitigate throughout this report.
any potential impediments to their realization.
To some degree, FCX works toward all 17 SDGs through aspects of our
day-to-day work at our various global sites, partnership initiatives and social
investments. SDG 12 — Responsible Consumption and Production — is central
to our strategy of being foremost in the global copper industry.
78
Mangrove growth near our Grasberg minerals

district, Indonesia.
THRIVING
ENVIRONMENTS
FCX recognizes that mining impacts the natural environment. We are committed In addition to adhering to strict compliance with laws and regulations, and
to conducting our mining and processing operations in a manner that implementing risk management strategies based on verifiable data and
minimizes adverse impacts on the environment and supports protection of sound science, we plan and conduct our operations in a manner that seeks
the natural environment and ecosystems through responsible environmental to minimize adverse environmental effects, with a particular focus on climate,
stewardship, strong management systems and continuous improvement. water, biodiversity and tailings and waste management. We review and
account for the environmental impacts of our activities throughout the entire
Effective environmental protection and stewardship are key to ensuring the mining life cycle, including through mine closure.
long-term viability of our business, including maintaining the necessary
support from our host communities and governments. In 2022, we continued to implement the Global Industry Standard on Tailings
Management to ensure that we are focusing our efforts on our highest priority
Our workforce incorporates environmental awareness into daily activities Tailings Storage Facilities. We also continued to advance our climate strategy
and implements actions that advance environmental protection. This reaches with particular emphasis on enhancing our Scope 3 emissions data and the
the highest level of our executive management, and the Board’s CRC nexus between water and climate.
provides oversight of management on the direction and effectiveness of our
environmental practices, policies and programs. The following pages outline how we aim to protect the environment and the
steps we are taking to minimize our environmental footprint.
Our Environmental Policy serves as the foundation for our protection of the
natural environment in the regions where we live and work.
80
CLIMATE
WHY IT MATTERS
Climate change poses considerable near- and long-term challenges for society. Mining is energy-intensive and To learn more about our approach
generates significant GHG emissions, which contribute to climate change. However, the copper we produce plays an to climate, including our strategy,
essential role in global decarbonization. It is a critical component in the technologies that will be deployed in a highly please read our latest Climate Report
electrified and low-carbon economy, including solar and wind energy and electric vehicles. These technologies are available on our website.
critical to support the global energy transition needed to accelerate toward a 2050 net zero economy.
OUR APPROACH
As one of the world’s largest copper producers, we understand our critical role in the low-carbon energy transition.
We are dedicated to supplying the global economy with responsibly produced copper which includes operating in
a manner that manages and mitigates our GHG emissions and other climate-related risks and impacts. Our climate
strategy is comprised of three pillars: Reduction, Resilience and Contribution.
CLIMATE STRATEGY
1. REDUCTION 2. RESILIENCE
We strive to reduce, manage and mitigate our GHG emissions We strive to enhance our resilience to climate change risks (both
where possible. We have four 2030 GHG emissions reduction physical and transitional risks) for our current and future operations,
targets, covering nearly 100% of our Scope 1 and 2 GHG our host communities and our stakeholders. This includes working
emissions, which help us to manage relevant, climate-related to analyze and prepare for extreme weather events, water stress
risks and support the decarbonization of our business globally. and other potential climate change impacts while also supporting
Our decarbonization initiatives can be described by four our host communities and responding to anticipated market and
primary levers: decarbonizing electricity supply, electrification of regulatory demands.
equipment, energy and asset efficiency, and process innovation.
We believe that these four levers are the foundation that will help
us to further define our decarbonization roadmap to achieve our
2030 GHG emissions reduction targets and beyond. 3. CONTRIBUTION
We strive to be a positive contributor beyond our operational
boundaries by responsibly producing the copper that will support
the technologies needed to enable the energy transition. This
includes collaborating with partners in our value chain, and industry
associations, to identify climate-related solutions that will support the
FCX aspires to participate in, and positively transition to a low-carbon economy and ultimately meet the goals of
contribute to, a 2050 net zero economy. the Paris Agreement.
PERFORMANCE
We are advancing important initiatives to reduce our GHG emissions, We continue to advance our “Copper Skies” initiative, which is focused on
improve energy efficiency, evaluate and integrate the use of lower carbon and increasing renewable energy power for our Americas operations. We are
renewable energy and enhance our resilience to future climate-related risks. currently collaborating with new and existing energy partners to progress
phase one of this program which aims to integrate up to 450MW of solar and
We continue to make meaningful progress in advancing efforts to decarbonize wind sources into our power supply in Arizona and New Mexico. Our focus on
our electricity supply. In 2022, we conducted a preliminary scoping study to responsibly transitioning our energy supply is part of our broader effort to further
assess the viability of replacing PT-FI’s coal-fired power plant with a gas-fired refine our decarbonization roadmap to achieve our goals — today and for the
combined cycle facility fueled by liquified natural gas (LNG). The findings future. In 2022, we experienced slower-than-planned progress due to demand
show LNG has the potential to be an especially durable, lower-carbon and changing dynamics in the renewables market and permitting process.
energy source for our remote and complex operations in Indonesia. While we
recognize that LNG is not a renewable energy source, we are encouraged by We cannot achieve our climate objectives alone. New technological solutions
the potential to achieve a meaningful reduction in emissions at PT-FI where and innovations will continue to be required — many of which will be driven
solar and wind face challenges to becoming stable, single-energy solution to by industry and value chain collaboration. In 2022, we committed to formal
powering one of the world’s largest copper and gold mining operations. We collaboration with Caterpillar’s Early Learner program and Komatsu’s GHG
are proceeding with a comprehensive feasibility study and permit engineering, Alliance, both of which are focused on the development and advancement of
which we expect to complete by the end of 2023. Our preliminary studies zero-emissions mining trucks and supporting technologies and infrastructure.
indicate that a new power plant fueled by LNG could drive an approximate At PT-FI, we incorporated autonomous and remote-operated equipment
60% reduction in PT-FI’s Scope 1 GHG emissions intensity versus its 2018 to reduce workforce exposure to ground failure, wet muck spills and air
baseline — double the reduction set out by PT-FI’s current 2030 target. contaminants, and to support reduced emissions. We also are in the process
38+21+41J 43+29+111061J 89+7+31J

of evaluating autonomous haulage solutions in the Americas.
2022 2022 2022

GHG EMISSIONS PURCHASED POWER GHG EMISSIONS
BY TYPE BY SOURCE BY BUSINESS AREA1
(%) (%) (%)
Scope 1 38% Natural Gas 43% Copper Mining 89%

Scope 2 21% Hydro 29% Smelting & Refining 7%
Scope 3 41% Coal, Other Fossil Fuels 11% Molybdenum Mining 3%
Solar, Wind, Geothermal 10% Other 1%
View more data in
Nuclear 6%
the Performance
Data Section Other 1% 1. Reflects Scope 1 and 2 emissions only.
82
1. REDUCTION
In 2022, our global absolute Scope 1 and 2 GHG emissions increased by In 2022, we continued to reduce PT-FI's GHG emissions intensity with a 5.2%
6.9% to approximately 7.7 million metric tons from approximately 7.2 million improvement over 2021 and a 26% improvement since our 2018 baseline year
metric tons the prior year. GHG emissions increased due to higher production largely driven by completion of the underground transition at the Grasberg
rates at PT-FI, Cerro Verde, Safford and El Abra, as well as the resumption of minerals district. In the coming years, we expect this performance to vary due
overburden removal, production and maintenance projects previously delayed to changes in ore composition and related processing requirements, which
due to COVID-19. Despite the GHG emissions increase in 2022, our absolute can impact emissions intensity performance.
Scope 1 and 2 GHG emissions in 2022 were 6% lower than our 2018 baseline
levels reflecting significant improvements in energy efficiency and grid In 2022, Atlantic Copper completed a 78-day planned maintenance shutdown,
decarbonization in recent years. which typically occur approximately every eight years. This led to a 21%
reduction in its GHG emissions for the year compared to 2021 and a 49%
In 2022, our Americas Copper GHG emissions intensity increased by 1.3% reduction since the 2018 baseline. In 2023, GHG emissions are expected to
compared to the prior year; however, its intensity remains a 2.5% improvement increase to more normalized levels commensurate with production plans.
over the 2018 baseline year. The increase in 2022 was the result of several
factors, including the resumption of production related activities deferred Our primary molybdenum sites saw a 19% increase in GHG emissions in
due to COVID-19 and several significant weather events in the winter months, 2022 compared to 2021; however, GHG emissions remain 11% below the 2018
which led to increased demand for natural gas and electricity, increasing baseline year. This increase was primarily due to a significant increase in
emissions intensity at some sites. This also resulted in lower production due to production at our Climax mine (17%) and the related pit expansion to enable
impacts to our open pit mines that cannot be mitigated during or immediately increased production rates in the future, all of which required additional
after significant rainfall due to unsafe conditions. material haulage and diesel use.
View more data in

the Performance
2030 GHG EMISSIONS REDUCTION TARGET PERFORMANCE Data Section
Baseline Year Target Year

2018 2019 2020 2021 2022 2030
Intensity Reduction Targets¹
Americas Copper² - 15% intensity reduction 3.72 3.70 3.81 3.59 3.63 3.17
PT-FI (Grasberg)³ - 30% intensity reduction 4.76 7.73 5.40 3.71 3.52 3.34
Absolute Reduction Targets⁴

Atlantic Copper Smelter & Refinery - 50% absolute reduction 176,865 146,044 126,103 112,671 89,435 88,432
Primary Molybdenum Sites⁵ - 35% absolute reduction 308,136 325,591 263,023 232,317 275,464 200,288
1. Intensity reduction targets (CO2e metric tons / metric ton copper) include total (Scope 1 and 2) emissions and do not include by-products in the denominator. Baseline and target are calculated and therefore may differ due to rounding.
2. Americas Copper (for target) includes Bagdad, Cerro Verde, Chino (including Cobre), El Abra, Morenci, Safford (including Lone Star), Sierrita and Tyrone mines as well as the Miami smelter and El Paso refinery. Our Americas copper
intensity reduction target includes all payable copper, including payable copper in concentrate and cathode, but excludes rod and wire; GHG emissions associated with the production of by-product molybdenum are also included.
3. Our PT-FI intensity reduction target is based on payable copper produced in concentrate. PT-FI concentrate is currently smelted and refined by PT Smelting (PTS) and third-party smelters/refineries whose emissions are currently
accounted for as our Scope 3 emissions and therefore not included in this target. Upon completion of the PTS expansion after which PT-FI will have majority ownership and the construction of the Manyar smelter in Gresik, GHG
emissions for smelting and refining are expected to shift from Scope 3 to Scopes 1 and/or 2, and we will adjust our target and baseline in line with the GHG Protocol at such time.
4. Absolute targets include total (Scope 1 and 2) emissions.
5. Primary Molybdenum Sites include Climax and Henderson mines located in Colorado, U.S., and downstream molybdenum processing facilities located in the U.S., U.K. and the Netherlands (Fort Madison, Stowmarket and Rotterdam, respectively).
2. RESILIENCE ADVANCING OUR SCOPE 3 EMISSIONS INITIATIVES

A core pillar of our climate strategy is focused on enhancing resilience – for Scope 3 emissions occur both upstream and downstream of our operations.
our operations, our host communities and our stakeholders. This includes Upstream emissions result from production of materials and fuels that we use
working to identify, analyze and prepare for an increase in extreme weather in our processes such as lime, explosives, chemical reagents and diesel, as well
events, water stress and other potential climate change impacts. As part of as the emissions associated with copper concentrates we purchase for our
this work, in 2021, we completed our first global climate change scenario Atlantic Copper smelter and refinery in Spain. Downstream emissions result from
analysis considering both physical risks and transition risks and opportunities transport, further refining or transforming of our copper into useable products.
across three different climate scenarios. In general, the results of the analysis
demonstrate that physical risks are highest for FCX in the Current State Generally, Scope 3 emissions for copper are low compared to various other
scenario and lowest in the Aggressive Climate Action scenario. Conversely, metals because the downstream utilization of copper requires comparatively
transition risks are highest in the Aggressive Action scenario and lowest in the less energy, given the relatively minimal downstream processing required to
Current State Scenario. Following this analysis, in 2022, we conducted three transform copper cathode into various forms, such as wire for electrical cables.
follow-on third-party studies focused on enhancing our understanding of For some metals other than copper, Scope 3 emissions can be multiple times
how the potential climate-related physical risks identified in our global study their combined Scope 1 and 2 emissions. For FCX, our estimated 2022 Scope 3
might materialize at a more localized level. From a transition risk perspective, emissions represented approximately 41% of our total Scope 1, 2 and 3 emissions.
our analysis indicated that FCX must continue to monitor evolving carbon We recognize that there is increasing pressure on companies to better
and energy policies and prices and evaluate the potential implications for our understand and reduce their Scope 3 emissions. Robust, high-quality data is
business. In addition, we may face challenges from sulfur supply deficits and imperative to both understand our current performance as well as to establish
price volatility if demand for oil and gas sharply declines, and refineries and a credible reduction pathway that will contribute to meaningful climate action.
natural gas processing plants that produce sulfur are decommissioned. We Because Scope 3 emissions are generated by third parties (i.e., they are other
are collaborating with one of our industry associations on a scenario-based companies’ Scope 1, 2 and 3 emissions), they are more difficult to estimate. As a
market study to better understand this potential challenge in 2023. result, we have been working extensively over the last several years to improve
3. CONTRIBUTION our Scope 3 estimates. This includes improving the specificity in our estimates
As our customers focus on their own decarbonization efforts, we anticipate by using more accurate methods such as process-based Life Cycle Assessment
that there will be an increasing need for more detail around the carbon (LCA) data and working to gather data directly from significant suppliers.
footprint of our products (Scopes 1, 2 and 3 emissions per ton of copper and In addition to our net zero aspiration and 2030 GHG reduction targets that
molybdenum produced). Over the last few years, FCX has participated in collectively cover nearly 100% of our Scope 1 and 2 GHG emissions, in January
two industry-led LCAs as well as the ICA’s Global Copper Decarbonization 2022, we committed to validating our 2030 targets against the Science Based
Roadmap (GCDR) project. In addition, we are working with peers at ICMM Targets initiative (SBTi). SBTi requires a Scope 3 target if Scope 3 emissions
to develop Scope 3 guidance for defining, reporting and target development. exceed 40% of total emissions. Further, in 2021, we played a significant role in
Together, this work is expected to enable more consistent, comparable the development of and endorsed the ICMM Climate Change Statement, which
and higher quality entity-based and carbon footprint datasets across the commits member companies to, among other things, establish Scope 3 targets.
industry. Utilizing these datasets and guidance, we are continuing our work To that end, we continue to participate in projects with both the ICA and ICMM
to develop carbon footprint datasets for each of our products to support our to support the development of industry-specific guidance that can help drive
downstream customers and OEMs to better estimate their own emissions and a consistent approach for member companies to estimate and improve their
decarbonization progress. Please refer to the Responsible Value Chain section Scope 3 emissions inventories and enable meaningful target setting.
of this report for additional information.
84
PROCESS INNOVATION: LEACH TO THE LAST DROP PROGRAM

Conventional leaching requires less energy than smelting by using
chemicals to remove copper from ore. When applied to oxidized copper ores,
conventional leaching typically recovers between 35% and 85% of contained
copper. Recovery rates depend on a variety of factors, including mineralogy,
particle size, acid levels, copper grade, and the length of the leaching process.
Our team of experts designs each of our leaching processes by modeling
these variables with the aim of optimizing recovery.
FCX currently has an estimated 38 billion pounds of copper in our active leach
stockpiles that has not been accounted for in our traditional leaching approach,
as it had previously been considered either uneconomic and/or unrecoverable.
Because this copper is already contained within our stockpiles, it does not
require additional mining. If successful, this could enable us to provide additional
copper production with a lower carbon and water-intensity footprint. By the end
of 2023, we are targeting a run rate of 200 million pounds of copper per annum.
To address this opportunity, we initiated a program — Leach to the Last Drop

— which is focused on further optimizing our approach to leaching with the
aim of enhancing recovery rates closer to 85%.
As part of this program, operations teams use advanced computational

modeling and improved sensors to better understand how to optimize our
current leaching approaches. We also are piloting a new approach aimed
at leaching a type of ore called chalcopyrite, which has traditionally been
considered unsuitable for the leaching process. If successful, this new approach
could enable us to utilize existing stockpiles and could be applied more broadly
across our global operations. It also has the potential to enable elimination of the
milling and smelting steps in traditional chalcopyrite processing, which could
reduce tailings produced and water and energy consumption.
We are continuing our work to apply covers to the leach stockpiles because
heat retention has been found to enhance recoveries. Early indications show
the potential to recover an additional 10% of copper from our stockpiles when
heat is retained. Notably, covering our stockpiles may also reduce evaporation
At our Safford operation in Arizona, our team is
losses in the leaching process.
applying covers to our leach stockpiles to increase heat
retention which has been found to enhance recoveries.
WATER STEWARDSHIP
WHY IT MATTERS
Access to safe water is a fundamental human right and is essential to the Policies & Programs
well-being of communities and the environment. It is also necessary for mines, Globally, our objective is to identify, manage and mitigate both our current
smelters, processing facilities and reclamation projects. Effective management and future water-related risks to secure the necessary water resources vital
of water resources can reduce the impact of mining activities on water to support our operations over the long term, while equitably supporting the
availability and quality while respecting the rights of others. rights and well-being of our local community partners and ecosystems.
OUR APPROACH Our global water management program goals are the following: (1) optimize
Water is essential to our work and vital to the long-term sustainability of the water use efficiency in our processes, (2) minimize use of new freshwater at
company and our host communities. We cannot operate without water and our operations, (3) reduce our water footprint by transitioning to renewable,
FCX understands the critical importance of managing the impacts of our recycled and/or lower quality water sources, (4) monitor our impact on the
activities on both water availability and quality along with respecting the rights surrounding communities and environment by continually reviewing our water
of our host communities and Indigenous neighbors. supplies and (5) evaluate new technologies and innovations for large-scale
tailings management and leaching that can support reduction of future water
FCX’s water stewardship program focuses on maximizing water use efficiency requirements.
within our operations so that we can minimize our use of new freshwater taken
from the natural environment. We are also focused on shifting our water supplies We support, and are in the process of implementing, the ICMM Water
to more sustainable sources (recycled, reused, renewable and lower quality Position Statement, which outlines our commitment to public reporting and
sources), minimizing negative impacts from our operations on water quality and responsible water use, including strong and transparent water governance,
availability in the local catchments, and supporting the development of access effective water management and collaboration towards achieving responsible
to previously unknown, unavailable, or undeveloped water resources. and sustainable water use.
In addition to focusing on our own water-related supply risks surrounding our

operations, water stewardship also means we are focused on promoting long-
term water security for our host communities in and around our operations. We
recognize the importance of working collaboratively with our stakeholders to
secure access to water in a socially and environmentally responsible manner,
and we are dedicated to continuously improving our water programs over time. Access to safe water is a fundamental
The global nature of our operations requires a site-specific approach to our human right and is essential to the well-
water strategy. Our global operations are in geographically and climatically
diverse locations that range from one of the driest places in the world in the being of communities and the environment.
Atacama Desert in Calama, Chile, to one of the wettest places on earth in
Papua, Indonesia. These varied environments can lead to circumstances of
significant competition for water, or conversely where considerable effort is
required to manage excess water supply.
86
Understanding Our Water Supply Risks

Based on a combination of resources from the World Resources Institute The conditions and near-term water supply risks that exist near our operations
(WRI), our own qualitative assessments and our local knowledge of site- are summarized in the table below. Risk considerations include climate
specific circumstances, the number of water risk regions with poor water conditions, water sources, baseline water stress, excess water, litigation and
quality or scarce supply is increasing globally, and as a result, competition access challenges.
for water is expected to increase. In many instances, we share a freshwater
source or catchment with other users, such as our local host communities, Our water supply risk assessment is an iterative process that we aim to update
municipalities, and agricultural or industrial organizations. periodically. Over time, we plan to assess and, when appropriate, integrate
additional critical risks to our water supply risk analysis — such as water quality,
To effectively manage our water supply-related risks in the near-term, we seek reputational risks, and shared water resource management — and in due
to understand the various and continually changing physical environments, course, the potential longer-term impacts associated with climate change.
hydrological systems, and sociopolitical and regulatory contexts of each of
our operations.
WATER SUPPLY RISKS

WATER SUPPLY RISKS
CLIMATE WATER EXCESS ACCESS
OPERATION CONDITIONS 1 WATER SOURCES2 STRESS 3 WATER4 CHALLENGES5
Bagdad (Arizona) Arid; Semi-desert Groundwater, Surface water, Stormwater, Third party6 Low-Med
Cerro Verde (Arequipa, Peru) Arid; Desert Groundwater, Surface water, Stormwater, Third party6 High X
Chino (New Mexico) Arid; Semi-desert Groundwater, Stormwater, Third party 6
Low-Med
Climax (Colorado) Snow; Fully humid Groundwater, Surface water, Stormwater Low-Med
El Abra (Calama, Chile) Arid; Desert Groundwater, Stormwater Extremely High X
Henderson (Colorado) Snow; Fully humid Groundwater, Surface water, Stormwater Med-High X
Miami (Arizona) Arid; Semi-desert Groundwater, Surface water, Stormwater, Third party6 Med-High X X
Morenci (Arizona) Arid; Semi-desert Groundwater, Surface water, Stormwater, Third party 6
Med-High X
PT-FI (Papua, Indonesia) Tropical; Fully humid Groundwater, Surface water, Stormwater Low X
Safford (Arizona) Arid; Semi-desert Groundwater, Stormwater Med-High X
Sierrita (Arizona) Arid; Semi-desert Groundwater, Stormwater Med-High X
Tyrone (New Mexico) Arid; Semi-desert Groundwater, Surface water, Stormwater Low-Med
1. Climate conditions based on the Köppen-Geiger climate classification terminology.
2. Water sources can include groundwater, surface water, stormwater, sea water or third-party sources (including effluent).
3. Baseline water stress ratings are defined by a combination of the WRI Aqueduct tool and its associated descriptors for baseline water stress, as well as our own qualitative assessments and local knowledge of the site-specific
circumstances of withdrawal at each operation. The WRI Aqueduct tool measures baseline water stress as the ratio of total water withdrawals (including domestic, industrial, irrigation, and livestock consumptive and non-consumptive
uses) to available renewable surface (including the impact of upstream consumptive water users and large dams on downstream water availability) and groundwater supplies. WRI classifications are as follows: low (<10%); low to
medium (10–20%); medium to high (20–40%); high (40–80%); extremely high (>80%); arid and low water use; and no data.
4. Large-scale water treatment plants have abated excess water risk at sites which would otherwise be considered at-risk.
5. Access challenges can include legal challenges or potential changes in law or regulations that could impact our access to certain water supplies.
6. Third-party water sources are primarily sourced from wastewater effluent.
THE COLORADO RIVER BASIN Advancing Our Water Strategy

Nearly 6 million acres of farmland, 20 tribal reservations and 40 million Just as we have defined our four decarbonization levers to achieve our GHG
people1 across seven U.S. states and Mexico depend, in whole or in part, on reduction objectives, FCX is seeking to identify best practices, scalable levers
water from the Colorado River Basin. Significant growth, overallocation and and technological innovations in order to maintain our high water use efficiency
declining climate conditions have resulted in water shortages and stress rates over the long-term. At the same time, FCX is also working to identify
that impact Colorado River water users. Our Morenci and Sierrita mines alternative water sources to reduce our reliance on freshwater, which we discuss
in Arizona are currently our only sites that directly utilize water from the in more detail on the following page.
Colorado River through the Central Arizona Project (CAP) system, a 336-
mile long system of aqueducts, tunnels, pumping stations and pipelines. We seek to review our water usage and consumption patterns regularly in
Approximately 35% and 15% of the freshwater supply used at Morenci order to understand our water balances, as discussed on page 89, and identify
and Sierrita, respectively, comes from the CAP system. This consumption efficiency opportunities. Currently, a significant portion of our water consumption
accounts for a small percentage of each site's total water use each year. (the water that is lost in operational activities and cannot be recovered), is due
to losses from evaporation and entrainment (or trapped water) at our tailings
To support the resilience of our operations, as well as for nearby storage facilities (TSFs). Water loss due to consumption has a corresponding
communities, we have made significant investments to store some of our impact to our water use efficiency.
allocated CAP water supply in underground aquifers in the Phoenix and
Tucson areas. The stored water is regulated by the Arizona Department of While our water use efficiency has averaged 88% over the last five years, we
Water Resources. For each acre-foot of water stored, FCX acquires a long- believe this will be challenging to maintain in the future using current processing
term storage credit (LTSC), which can be accessed at any time in the future. and tailings technologies, which are tailored for each site for the life of mine. As
In times of water shortage, FCX has agreements in place to transfer its LTSCs our long-lived, large-scale mines continue to mature and produce more tailings,
to local communities, allowing them to access the stored water in exchange our TSFs will need to increase in height. As surface areas become larger on our
for their rights to other water sources, such as the Black River (a tributary to TSFs, additional evaporation and entrainment will increase our water consumption,
the Salt River). FCX currently holds sufficient LTSCs for Morenci, which we which may lead to a decrease in our water use efficiency.
estimate will allow continued access to water for approximately 20 years. Following a cross-functional water strategy workshop and an updated review
FCX aims to continue to increase its operational water use efficiencies of our site-level water usage and consumption data in 2022, we believe that
and is working to identify alternative water supplies, including municipal the most material improvement opportunities related to our water consumption
effluent and on-site water reuse opportunities to improve our water supply and corresponding water use efficiency over the longer-term will be driven by
security into the future. the deployment of new technologies and innovations pertaining to large scale
tailings management (greater than 100,000 tons per day) as well as leaching
1. W.P. Carey School of Business, James, T., Evans, A., Madly, E., & Kelly, C. (2014 December 18). The Economic
Importance of the Colorado River to the Basin Region. Arizona State University. of additional ore types rather than milling. We are conducting a variety of pilot
programs across the company dedicated to evaluating both of these areas,
including our Leach to the Last Drop program discussed on page 84.
WATER TARGET CONSIDERATIONS In the near term, we will continue to focus on incremental efficiency opportunities
While we had initially sought to establish a water-related target for within the confines of our current technologies and operating plans. Given the
our operations by the end of 2023, we are working to further evaluate unique water challenges and operational constraints of each site, we recognize
emerging and existing technologies that could potentially support that specific improvement opportunities will need to be identified on a site-by-site,
a meaningful improvement in our water consumption at our sites. context-specific basis; however, in 2023, we plan to conduct a pilot at Cerro Verde
Following this work, we believe we will be in a better position to to refine and operationalize tools designed to identify water balance gaps and
establish a relevant water-related target in the future. assumptions, define risk scenarios, identify efficiency opportunities, and determine
what tools are available and applicable across our sites.
88
CERRO VERDE’S VIRTUOUS CIRCLE OF WATER Developing Alternative Water Sources

Cerro Verde has made significant investments in local water infrastructure We are focused on diversifying our water sources — reducing our dependence
that service the city of Arequipa, including constructing dams, potable on traditional freshwater sources and transitioning to nontraditional or
water lines, a waste water treatment plant (WWTP) and main sewage alternative sources, such as municipal wastewater (effluent) or seawater. By
collectors. Together, these projects are referred to as our “virtuous circle of using effluent or seawater to support our water requirements, we can help to
water” program. This infrastructure supports both our water requirements reduce the strain on traditional, freshwater sources in our local catchments,
for mining and processing and the local communities. Prior to the WWTP, which often are shared with our neighboring communities.
the city of Arequipa discharged most of its raw sewage into the Chili River,
leaving it contaminated by human waste. Today, the WWTP infrastructure We currently use effluent to support our water supply requirements at
intercepts and treats the sewage, thereby improving the local water quality, several of our operations, including Morenci, Miami, and Bagdad in Arizona,
enhancing agricultural production and reducing the risk of waterborne at Chino in New Mexico and at Cerro Verde in Peru. We are exploring the
illnesses. Half of the treated effluent also supplements existing water potential for using effluent at our Sierrita mine in Arizona and are advancing
supplies to support Cerro Verde’s concentrator expansion. The remaining plans to use seawater through desalination at El Abra and at our Manyar
half of treated effluent is discharged back into the Chili River. In 2022, Cerro smelter in Indonesia.
Verde was recognized with the distinguished “Positive Climate Award” Nearly 97% of the water on the planet is saltwater contained in oceans. With
from Green Cross United Kingdom. The award, which was announced at proper treatment, this water could serve as a vast water supply resource for
the United Nations climate conference COP27 in Sharm el-Sheikh, Egypt, our mining operations in areas constrained by freshwater access. For example,
honored Cerro Verde for its leadership in advancing the energy transition in Indonesia, a key climate-related risk identified through our global climate
and supporting communities and the environment. Specifically, Cerro Verde scenario analysis was the potential for future water stress in the area of the
was recognized for its work on the Pillones Dam, the first successful public- Manyar smelter project located near Surabaya. PT-FI initially planned to utilize
private association in Peru. To date, our work to advance this initiative has a local water source to supply the Manyar smelter. However, we recognized
helped enable 20% more renewable energy in Arequipa, contributed to through our analysis that our host communities may need to rely on this water
a nearly four-fold increase in the area’s gross domestic product and can source in the future for their needs. In order to address this issue, the project
increase agricultural area by 2,500 to 5,000 hectares depending on the type team evaluated alternative water supply options and is now building a new
of irrigation systems used (conventional irrigation versus drip irrigation). desalination plant as the primary water source, which is supported by the
Manyar smelter’s proximity to the ocean.
Similarly, in Chile, the El Abra mine is located in an arid region with extremely
high water risk. Since our current extraction permit for Salar de Ascotán is
expiring in 2029, we are advancing plans to permit a new water desalination
Is there a photo for plant to support our ongoing operating plans. In addition, there is a potential
this spot? opportunity for a significant expansion at our El Abra mine in the future, and
we believe the desalination plant would provide optionality to support such
expansion if approved.
We conduct ongoing water monitoring

near our Cerro Verde operation in Peru.
PERFORMANCE
Our company-wide water balance demonstrates how much water we Each site maintains a water balance to quantify their water use, consumption,
withdraw, consume and discharge. We obtain new water through permits, storage and discharge volumes. The water balance, coupled with the
legal rights, and leases for groundwater, and from other sources including the use of groundwater and hydrologic models, are used to track operational
dewatering of our mines, rainfall or stormwater and surface water sources, performance and to address challenges and opportunities related to water
such as lakes or rivers. At certain operations, water also is sourced from availability and water quality.
third-party sources (predominantly effluent). New water withdrawn from these
sources, together with reused and recycled water from our ore processing With this information, we can identify opportunities to minimize water loss, such
plants, water treatment plants, and tailings facilities make up the total water as evaporation, optimize recycling and reuse, and maintain compliance with
used across our global operations. quality standards. Taken together, these ongoing studies inform our efforts to
reduce our overall water utilization — including requirements for new freshwater
— where operational efficiencies and production requirements allow.
2022 WATER BALANCE (THOUSAND M3)
OPERATIONS
WATER INPUTS WATER OUTPUTS

Processing Plants
35+23+121911J 67+33+J
Tailings/Waste Storage
Storage
Treatment
Most water needs

Groundwater 35% are met with the Consumption 67%
View more data in
Discharge (off-site) 33%
Surface water 23%
RECYCLING the Performance
84%
Sea water 12% Data Section
Stormwater 19% AND REUSE
Third-party sources 11% of water within Consumption is water that is
lost in operational activities and
RECYCLED RATE our operations cannot be recovered due primarily
to losses from evaporation and
entrainment (water entrained in
product or waste).
TOTAL INPUTS TOTAL RECYCLED/REUSED TOTAL OUTPUTS Water recycle/reuse rate = total
water reused + recycled / Total
291,682 1,526,886 295,329 water utilized
Water use efficiency = total water
reused + recycled / (Total water
89% WATER USE EFFICIENCY utilization – Discharged Water)
90
Water Use Efficiency

Our objective to maintain high rates of recycled or reused water remains
unchanged. In 2022, our total water usage increased; however our new water
We utilized
withdrawal was relatively flat compared to the prior year. Our total water reused/
recycled increased by about 15% in 2022 compared to 2021, largely due to
higher production rates at Morenci, Cerro Verde and PT-FI. Our operations used
5X MORE
a total of 1,818,568 thousand cubic meters of water, including new withdrawals of
recycled water
291,682 thousand cubic meters. Of our total water use, 84% was from recycled than new water
or reused sources. By accounting for discharge quantities of 97,347 thousand
cubic meters, our water use efficiency was 89% in 2022. In recognition of the
in 2022.
fact that water considerations are unique to our different regions and sites, we
have further enhanced our water data disclosures to provide greater visibility
into our water consumption and performance at a regional level, available in the
Performance Data section of this report.
WATER PERFORMANCE RECYCLED WATER VS. NEW WATER USE

THOUSAND CUBIC METERS
(THOUSAND CUBIC METERS) 2018 2019 2020 2021 2022
2,000,000
Total New Water Withdrawn1 310,620 302,564 261,299 296,805 291,682
Total Water Recycled/Reused 1,377,971 1,408,513 1,231,053 1,325,184 1,526,886

1,500,000
Total Utilized Water
1,688,591 1,711,077 1,492,352 1,621,989 1,818,568
(Withdrawn + Recycled/Reused)
Water Recycle/Reuse Rate2 82% 82% 82% 82% 84% 1,000,000
Total Water Discharged3 106,183 95,885 101,963 106,127 97,347

500,000
Total Water Consumption 192,663 192,792 166,752 184,714 197,983
Change in Water Storage Volume 11,774 13,887 -7,416 5,965 -3,647

0
Water Use Efficiency4 (%) 87% 87% 89% 87% 89% 2018 2019 2020 2021 2022
1. New water withdrawal includes new water that is received or extracted by operation and used for the first time. New water withdrawals include Recycled/Reused Water
high quality freshwater and lower quality water and are categorized by type: groundwater, surface water, stormwater, sea water or third-party New Water Withdrawn
water. Water withdrawals exclude water diverted away from operational areas without use.
2. Water recycle/reuse rate = (total water recycled + reused) / total water utilized.
3. Water discharged is water removed from an operation and returned to the environment or a third party after meeting all required treatment and View more data in
discharge standards.
the Performance
4. Water use efficiency rate = total water recycled + reused / (total water utilization – discharged water).
Data Section
Salar de Ascotán salt flats near

our El Abra operation, Chile.
Company-wide processes to address risks,

including climate, seek to cover the full life
cycle of our assets — from a pre-project
sustainability review process to resiliency
planning for reclamation and closure.
RESILIENCE AND PREPARING FOR THE LONG TERM

Some of our operations are situated in challenging environments where These detailed evaluations were conducted in partnership with Applied
enhancing resilience to the impacts of water-related risks is already a critical Weather Associates (AWA) — a specialist hydrometeorological consulting firm
part of our daily operations. This includes the health, safety, and production with detailed knowledge of extreme precipitation at our sites — to analyze the
risks of heavy rains, arid environments, or heat-related occupational illness. primary regional climate model outputs for our global operations. AWA used
To prepare our operations for potentially severe weather-related impacts several different methods to test for trends and shifts in extreme storm events,
in the future, we aim to take a holistic approach to risk management and including trend analysis on historical data collected from regional precipitation
preventive planning. stations as well as model projections over different durations (e.g., one-
day, three-day and annual). Upon completion of these analyses, the results
Company-wide processes to address risks, including climate, seek to cover the were reviewed at the corporate and site-levels with cross-functional teams
full life cycle of our assets — from a pre-project sustainability review process including members of our tailings, water management, and environmental
to resiliency planning for reclamation and closure. groups. The aim of these reviews is to educate and provide a basis for decision
As noted in the Climate section, as part of our effort to understand longer-term making to site-level teams when they are faced with water management
climate-related risks, in 2021, we completed our first global climate scenario decisions. We have completed 12 detailed site-specific studies, including both
analysis which considered potential physical risks across three different operational and non-operational sites, and the process is underway for two
scenarios in 2030 and 2050. Several of the potential physical risks identified more sites in 2023.
are water-related. Subsequent to this work, we plan to perform sensitivity evaluations of our
Following our global climate scenario analysis, in 2022 we conducted several facilities using the detailed projection analysis. If a significant increase in
additional third-party studies to better understand how potential climate- precipitation magnitude is found in the one-day or three-day maximums, site
related impacts could materialize at a more localized level. Our regional teams will examine the potential effects of increased storm precipitation and
climate model evaluation work not only updated climate metrics, but also consider the need for changes to the overall design of the facility or associated
provided a rich database that was used to perform detailed trend and infrastructure. We have initially focused the sensitivity evaluations on our tailings
statistical frequency analyses. facilities and plan to expand this work to cover other infrastructure in the future.
92
BIODIVERSITY
WHY IT MATTERS MITIGATION HIERARCHY
Biodiversity is critical to maintaining resilient ecosystems, which provide people, flora and fauna with valuable resources
like food, water and the habitats necessary to support life. The impacts of climate change, such as prolonged droughts, NO NET LOSS
wildfires and sea level rise, are having a significant impact on biodiversity globally.
OFFSET
OUR APPROACH
FCX understands that the nature of our mining and processing activities means we are responsible for management
of our land and associated biodiversity. We are committed to proactively managing and mitigating the impacts of our
operations on biodiversity, land and surrounding ecosystems, which includes effectively identifying and managing
biodiversity-related risks. RESTORE/REHABILITATE
We focus on biodiversity and land management across the life cycle of our operations. Our sites and subject matter
experts on our corporate team collaborate to evaluate each potential project area in order to identify and map key
features related to biodiversity, cultural resources, water resources and various other environmental factors before the
project can proceed. Biodiversity and conservation are also key components of our reclamation plans and activities at MINIMIZE
our sites.
In 2022, we fully adopted across all sites the mitigation hierarchy approach — a framework that emphasizes best
practices for managing biodiversity and ecosystems through the avoidance, minimization, restoration and offsetting of
impacts. Through consistent and rigorous application of the mitigation hierarchy, we aim to manage risks and potential
AVOID
impacts with the long-term ambition of No Net Loss for new mines and major expansion projects at existing mines.
Notably, in 2022, we also developed a mitigation hierarchy process beyond major expansion projects to include smaller
projects and deployed site-specific trainings during the year.
We recognize the mitigation hierarchy is most effective when implemented during the earliest phases of project
planning to help maximize opportunities for avoidance and minimization of impacts. We have integrated the hierarchy
into our existing project development process and trained our environmental and operational teams to routinely apply it.
We also are committed to promoting opportunities to contribute to the conservation and enhancement of biodiversity
both within and beyond our operational boundaries. Our conservation initiatives aim to produce benefits for both
biodiversity and people, build trust and support our ability to operate. We seek to engage our employees, local
communities and other interested stakeholders in conservation work. We foster diverse partnerships with global
stakeholders across public and private sectors, as well as civil society, to achieve greater accountability and promote
the long-term efficacy of our biodiversity projects. These collaborations often serve as the basis for our community
outreach and education opportunities for learners of all ages — both of which are designed to help build capacity.
Please see our biodiversity highlights table on page 95 for examples of these initiatives.
Community greenhouse near

our Climax operation, Colorado.
Policies & Programs

Our Environmental Policy states our commitment to contribute to the
conservation of biodiversity, implement the mitigation hierarchy to assess
risks and impacts to nature, and commit not to explore or mine at any
United Nations Educational, Scientific and Cultural Organization (UNESCO)
World Heritage Sites. The Environmental Management System (EMS) at
each site is the framework for understanding the potential impacts of
our operations on biodiversity. Our Environmental Policy and EMS are
complemented by the following:
• Our operational practices are in alignment with the ICMM Position

Statement on Mining and Protected Areas.
• We are committed to formalizing and publicly disclosing biodiversity
management plans for Cerro Verde, El Abra, Morenci and PT-FI (Grasberg
operations). We selected these four sites based on their physical footprint,
local biodiversity resources and/or proximity to biodiversity resources.
We aim to publish these plans by the end of 2023, which will summarize
the key risks, programs and strategies regarding important biodiversity
resources within and adjacent to the operation. Additionally, we plan
to evaluate the Taskforce on Nature-related Financial Disclosures as a
potential tool to identify, assess, respond and disclose our nature-related
issues in the future.
• We participate in the Conservation Certification program of the WHC,
which formally recognizes meaningful biodiversity conservation,
environmental education and community outreach programs. Seventeen
of our operating sites and facilities currently are certified through WHC,
15 of which are recognized with gold-tier certifications. In 2022, Tohono,
Port Nickel, Copper Queen Branch, Fort Madison, Safford, Henderson,
Tyrone and El Abra operation were recertified through WHC.
We aim to avoid or minimize impacts

from our operations on biodiversity,
while contributing to the conservation
of biodiversity beyond our boundaries.
94
AMERICAS
We implement a variety of programs and strategies at our operations that help students identify and protect the long-snouted bat. At PERUMIN’s 36th
seek to proactively identify and mitigate biodiversity risks while promoting Annual Mining Convention in 2022, the team shared videos about long-
conservation opportunities in collaboration with government agencies and snouted bats and Guanacos to conference attendees.
other voluntary opportunities. All of our North American sites implement Wildlife
Protection Plans. These plans are based on adaptive management principles to In Arizona, the company hosted “Beat Back Buffelgrass” events near its Sierrita
effectively address biodiversity risks resulting from operational and ecological operations in which community volunteers removed the noxious invasive
changes at the sites. Several sites (Chino, NM; Morenci, AZ; Tyrone, NM; and species from West Desert Trails. Additionally, our Native American Affairs
Tohono, AZ) also implement risk-based Avian Protection Plans that focus Team visited the Tohono O’odham Nation Health Care Services’ pollinator
specifically on minimizing potential risks to migratory birds. and traditional food garden project along with Ajo Center for Sustainable
Agriculture and the Watershed Management Group. The goal of the visit was
In North America, we conduct regular biodiversity surveys, and that to develop a collaborative plan for green infrastructure and pollinator-friendly
information is shared with regulators and other interested parties. In Arizona plants for the garden. These groups also collaborated to develop an online
and New Mexico, we have mature monitoring programs, including for workshop around rain gardens, traditional foods and cultural heritage.
populations of endangered birds and fish on and adjacent to our sites that are
contributing to the knowledge base on native species. In 2022, in consultation The education and biodiversity initiatives described above are not inclusive of
with the U.S. Fish and Wildlife Service, Bureau of Land Management, and all of the educational opportunities we provide across our global operations. For
U.S. Forest Service, we continued the development of an additional voluntary more information on our educational initiatives, please see the below table and
management plan for the threatened, yellow-billed cuckoo and its habitat Indonesia Biodiversity Education & Outreach Programs described on page 96.
along Eagle Creek at Morenci, and we continued to work collaboratively with
relevant governmental agencies by sharing our knowledge of the area.
In South America, our El Abra operation in Chile and Cerro Verde operations
in Peru have biodiversity management and action plans, which include MORENCI RECEIVES AWARDS FOR ROCKY MOUNTAIN
programs focused on protecting and enhancing biodiversity within the area of BIGHORN SHEEP CONSERVATION
influence of their mining operations and mitigating the impacts on biodiversity In 2022, our Morenci operation in Arizona were recognized for their Rocky
resources. We have regular communication with relevant Chilean and Mountain Bighorn Sheep Conservation Program through two awards:
Peruvian authorities about biodiversity and also with our host communities the Mammals Award from WHC and the Sustainability, Preservation and
and the Indigenous communities surrounding El Abra Salar de Ascotán’s Diversity in Environment Award from the Arizona Mining Association. Both
well field to develop collaborative agreements aligned with improving the awards recognize Morenci’s excellence in bighorn sheep protection and
ecosystem of a spring. In addition, the biodiversity program at El Abra includes conservation education initiatives. Morenci has successfully contributed to
the Salar de Ascotán's salt flat area. the protection of bighorn sheep by reducing vehicle collisions and other
dangerous human-wildlife interactions. Through the site’s long-standing
Education & Biodiversity Initiatives collaboration with the Arizona Game & Fish Department, Morenci has been
We contribute to the conservation and enhancement of biodiversity both instrumental in capturing and translocating bighorn sheep from the mine
within and beyond our operational boundaries. and its vicinity to supplement small, existing populations and to reestablish
populations in historically occupied habitats in Arizona.
In Peru, the team at Cerro Verde brought educational activities to local school
children in collaboration with the Peruvian Program of Bat Conservation to
celebrate Bat Month, and the team has also developed educational videos to
Americas Biodiversity Performance

We continue to conduct site-specific, multi-year biodiversity programs either voluntarily or for regulatory purposes.
These programs are designed to address the most significant biodiversity issues at each site, including the following
select highlights:
SITE/LOCATION 2022 BIODIVERSITY HIGHLIGHTS
Ajo staff and partners from the Ajo Chamber of Commerce, the International Sonoran Desert Alliance,
the State of Arizona’s Watershed Management Group and members of the community co-designed
Ajo (Arizona)
and installed a native pollinator and wildflower garden at Triangle Park. FCX operations in Ajo have
been discontinued.
Safford successfully planted more than 100 native trees, shrubs and grasses as part of a restoration
Safford (Arizona)
planting in the Pima area in collaboration with the Gila Watershed Partnership.
Sierrita collaborated with conservation partners at Bat Conservation International and Borderlands
Restoration Network to plant hundreds of native agaves on the West Desert Trails, an 1,800-acre area
Sierrita (Arizona) of company-owned property that is open to the public for recreation. These agaves support nectar-
feeding bat species that migrate between Central Mexico and the southwestern U.S. Sierrita received
the Desert Project Award from WHC for their restoration and habitat enhancement efforts.
Tohono engaged partners at Bat Conservation International to conduct population monitoring of the
Tohono (Arizona) California Leaf-Nosed Bat colony on-site. Ongoing surveys indicate that the population is robust and
is thriving in their habitat.
Cerro Verde’s biodiversity program aims to advance species conservation and improve critical habitat for
multiple plant and animal species. More than 30,000 plants from 20 different species are maintained in
Cerro Verde (Peru) the site’s greenhouse each year. During 2022, approximately 1,700 individual plants from seven succulent
species were rescued from areas that we expect to disturb in the future and relocated them to other
areas. These plants had a 90% survival rate.
El Abra supported a study of the Philippii Toad (Telmatobius philippii) with the aim of identifying ideal
El Abra (Chile) habitat for the placement of artificial structures to protect these endangered amphibians from the
extreme environmental conditions that exist in the surroundings of the Salar de Ascotán.
Tyrone staff co-developed a riparian education curriculum to teach high school students various
Tyrone (New Mexico) methods for wildlife surveying and biological assessments and to increase awareness surrounding
the Southwest Willow Flycatcher conservation and mitigation efforts.
Henderson worked with WHC to develop pollinator lesson plans and activities, customized We support Bighorn Sheep protection
presentations, pre- and post- event evaluations and other educational materials for Henderson’s and conservation through education
Henderson (Colorado)
Earth Day. Henderson staff engaged 120 K-6 students from a local elementary school to celebrate and protection initiatives at our
Earth Day and Global Volunteer Month. Morenci operation, Arizona.
96
INDONESIA
PT-FI’s operations and support area encompass multiple ecosystems and with its obligations of environmental management. The audit included a review
host one of the richest and most biodiverse regions in the world. From the of the Environmental Management Plan and Monitoring Plan documents as
mangrove forests on the coasts, the land blends into a swamp forest, then into well as other regulatory plans. An executive summary of the audit, including
the Lowland rainforests, heath forests, montane forests, and finally, subalpine the audit recommendations is available on our website.
and alpine grasslands and forests in the Highlands.
Biodiversity Education & Outreach Programs
The PT-FI area is adjacent to the Lorentz National Park, the largest protected Education and outreach are major focuses of PT-FI’s biodiversity efforts,
area in Southeast Asia and the only protected area in the world that including construction of wildlife sanctuaries and the creation of the Natural
incorporates continuous intact tracts of ecosystems from alpine to tropical Succession Discovery Park on a former tailings disposal area to serve as an
marine environments, including extensive lowland wetlands. In 1999, Lorentz outdoor education classroom. PT-FI has established wildlife facilities, where we
National Park was declared a World Heritage Site by the UNESCO. temporarily house animals who were victims of illegal trading and a butterfly
sanctuary, where we hatch and emerge endemic butterflies. We also partner
Conserving and protecting Papua’s biodiversity and ecosystems is a high with local schools for education outreach and provides internships at an on-
priority for both PT-FI and FCX. Since 1994, PT-FI has collaborated with national site nursery for high school and college students.
and international scientists on comprehensive surveys of vegetation, mammals,
birds, amphibians, reptiles, freshwater and estuarine fish, aquatic insects and For example, PT-FI hosts an Environmental Prince and Princess program,
terrestrial insects. These surveys help us better understand the ecosystems which advances environmental knowledge and the development of soft skills
and potential mine-related impacts on biodiversity. Using information from for junior high school students. Last year’s program garnered interest from
the surveys, we develop appropriate biodiversity conservation programs nearly 200 students from 23 schools in the Mimika Regency, and this year’s
using principles of restoration ecology for rehabilitation and reclamation of program had 360 student applicants from 18 schools.
disturbed areas in the Grasberg minerals district. We seek to establish strong
partnerships with multiple stakeholder groups involved in conservation and Additionally, PT-FI invites schools to visit its operations, both in-person and
natural resource management, including governments, NGOs, universities, virtually. During 2022, approximately 1,200 students visited in-person and
research organizations and citizens. approximately 300 additional students participated in virtual classes. PT-FI
reached a total of 2,815 students and countless community members through
In 2022, PT-FI conducted a workshop to update its five-year (2023-2027) its environmental events in 2022, including events on Earth Day, National Waste
PT-FI Biodiversity Strategic Action Plan and incorporate requirements Awareness Day, Environmental Day, Ozone Day and National Flora and Fauna Day.
of the Indonesian Biodiversity Strategy and Action Plan. In addition to
representatives from PT-FI, third-party participants included research
organizations, universities, environmental consultants and government
representatives. Together they evaluated PT-FI’s current monitoring programs Mangrove growth near our Grasberg
and reviewed compliance with the Government of Indonesia-approved minerals district, Indonesia.
Environmental Management Plan and Monitoring Plan documents. Through
the workshop, it was affirmed that PT-FI is meeting its commitments. The
workshop also produced a set of recommendations to strengthen PT-FI’s
biodiversity programs, which the team is reviewing for incorporation into future
Biodiversity Strategic Action Plans. Additionally, as a part of PT-FI’s 2021-2022
environmental audit, a review was undertaken to examine and to determine
the extent to which PT-FI’s environment-related activities have fully complied
Research & Monitoring In 2021, as agreed with Indonesia's Ministry of Environment and Forestry
PT-FI conducts extensive research and monitoring in area ecosystems ranging (MoEF), PT-FI agreed to a watershed rehabilitation project on approximately
from approximately 4,000 meters above sea level to coastal and marine areas. 4,232 hectares of forest area in the Jayapura Regency of Central Papua.
For information on environmental monitoring of our tailings management PT-FI, in collaboration with local contractors, began planting native species
system at PT-FI, please see the Tailings Management section. Routine flora and in the forest area and will maintain the land until it will be handed over
fauna monitoring is conducted through collaboration with consultants, research to the Environmental and Forestry Agency of Central Papua who will be
organizations and universities. Existing biodiversity research on Central Papua responsible for long-term maintenance. The program officially commenced
has been limited, with most research and publications available focusing on in November 2022 with a tree planting ceremony, and at the end of 2022,
Papua New Guinea, which is to the east of Central Papua, Indonesia. 168,718 seedlings had been planted covering an area of 153 hectares.
Research on the New Guinea Highland Wild Dog, known as the “singing Protection of Fauna
dog,” continued in 2022 with two Indonesian universities conducting field Fauna from Central Papua often become the object of illegal trade.
research. The University of Gadjah Mada Yogyakarta is seeking to understand Countering illegal wildlife trade is a priority for Central Papua’s natural
the species’ roaming patterns, range and DNA similarities. They installed resource agencies and part of PT-FI’s commitment to biodiversity
23 cameras in the Grasberg operating area and identified 32 Highland conservation. For many years, PT-FI recovered injured birds and other
Wild Dogs among eight different packs. The team collected samples from animals from the illegal trade of endangered species with the aim of
the dogs to analyze their DNA and installed GPS tracking collars on three releasing them back into the wild. To date, PT-FI has assisted in releasing
dogs. Collaboration between Cenderawasih University and the New Guinea more than 51,173 Central Papua endemic wildlife, including 50,871 pig-nosed
Highland Wild Dog Foundation based in the U.S. conducted research focused turtles, 79 other reptiles, 192 birds and 31 mammals.
on feeding preferences, health conditions and behavior. Their work included
collecting samples, understanding how Highland Wild Dogs react with PT-FI cooperates with the Indonesia Animal Rescue Center, Papua Regional
humans and exploring social structure and behavior of Highland Wild Dogs Police, Forest Protection and Nature Conservation, Forest Rangers, Forestry
near our operations, compared to dogs from other areas or captivity. Department, Lorentz National Park Center and Wasur National Park Center to
repatriate animals seized from the illegal trade of endangered species to their
Revegetation, Reclamation & Restoration appropriate habitats. In 2015, at Milepost 21 — a biodiversity conservation, land
Since mining operations started, PT-FI has reclaimed more than 472 hectares use, and research center established over a 100-hectare former tailings area
of overburden stockpile areas, including more than 17 hectares in 2022, with — PT-FI established an animal transit enclosure which houses confiscated
native plant species in the Highlands of Central Papua. PT-FI established 463 endemic Central Papuan wildlife at the request of Papua’s Natural Resources
monitoring plots, each of which is three meters by three meters, to monitor Conservation Center (BBKSDA Papua). The project was designed in line
and assess growth of vegetation in the reclamation area. with PT-FI efforts to build capacity and establish stronger collaboration with
the local government, while PT-FI will continue to provide support, such as
In coastal areas throughout the world, mangroves are decreasing due to manpower and facilities, for the rehabilitation and release of animals. PT-FI
erosion or due to the conversion of the mangrove for agriculture. PT-FI is continues to work with BBKSDA Papua and NGOs to explore certifying this
actively working to establish mangrove habitats in suitable areas created facility with the Republic of Indonesia.
by sedimentation at the Modified Ajkwa Deposition Area (ModADA) and is
also exploring opportunities to increase available mangrove habitat in open
water along the coastline. In particular, the Ajkwa and Waii Islands in the
Ajkwa Estuary in the Lowlands have seen accelerated mangrove colonization
resulting from approximately 399 hectares of total mangrove planting since
mining operations began, including 82 hectares in 2022.
98
TAILINGS MANAGEMENT
WHY IT MATTERS TAILINGS MANAGEMENT
Effective tailings management is critical to mining safely, protecting people and the environment and to maintaining & STEWARDSHIP
social license to operate. Tailings are the finely ground natural rock particles or by-products that remain after the
economically valuable minerals have been processed and extracted from the mined ore. Typically, tailings are
transported from processing facilities to management and storage facilities. We recognize the potential failure
of tailings facilities and other impoundments at any of our mining operations could cause severe or catastrophic
damage that could result in loss of life, property or environmental damage.
OUR APPROACH
The health and safety of our workforce, host communities and the protection of the environment are fundamental to ENGINEERING
our extensive tailings management program and approach. Our objective is to have zero fatalities, zero catastrophic & DESIGN
failures and zero unplanned discharges from any of our tailings facilities.
FCX has comprehensive measures in place to ensure our facilities are designed, built, operated and monitored
to minimize risk to employees, neighboring host communities and the environment. These measures include
COMMUNICATION & ACTION

substantial internal and external engineering expertise, technological monitoring (including remote sensing),
local responsibility and corporate and independent third-party oversight. Our safeguards generally fall within four
categories that include: (1) good engineering practices and safe designs, (2) rigorous adherence to construction
and operational parameters through monitoring and use of technology, (3) multi-tiered oversight, and (4) adherence MONITORING
to practices grounded in continuous improvement and learning from past experiences, including industry failures & TECHNOLOGY
and best practices. The safeguards are effectively implemented through the promotion of open and ongoing
communication throughout the organization and action at all levels.
We remain focused on the safe execution of our tailings management systems by maintaining robust, multi-tiered
governance of our tailings programs. Our Board and executive management are firmly committed to providing the
necessary financial and technical resources to maintain the safety and integrity of our tailings management systems
globally, with a focus on risk management and continuous improvement.
MULTI-TIERED
FCX’s Tailings Management Policy outlines our continued commitment to managing our tailings responsibly and OVERSIGHT
effectively across our sites globally. The policy also includes our commitment to implement the Global Industry
Standard on Tailings Management (the Tailings Standard) at our tailings storage facilities that have not been deemed
"safely closed."
LEARNING FROM
PAST EXPERIENCES
AMERICAS
FCX subsidiaries in the Americas currently operate 15 active tailings storage For example, our engineers use satellite imagery to monitor the location of
facilities (TSFs), including 13 in the U.S. and 2 in Peru. We also manage 48 tailings ponds in relation to the crests of the embankments. Access to near-
TSFs in the U.S. that are inactive or closed and another nine TSFs that were daily satellite imagery allows site-based engineers to safely monitor the
deemed “safely closed” as of January 31, 2023, according to the definition in location of these ponds and more efficiently plan their daily work.
the Tailings Standard.
Our engineers and external Engineers of Record (EoRs) also obtain data from
FCX invests significant time and resources to monitor its TSFs effectively. This various sensors, such as piezometers, through online reporting systems that
includes a multi-tiered, continuous review and inspection process that results have capabilities to alert engineers and managers of any variances outside of
in recommended actions, which we track until implemented and resolved. expected instrument behavior. These data inform our Early Indicator Dashboard
— an internal management tool we use to aggregate and communicate
We regularly assess, evaluate, customize and adopt emerging technologies to critical measures of our facilities and to track performance against third-party
identify opportunities in the way we monitor our tailings facilities. The increased recommendations, key performance indicators and other metrics.
use of remote technologies combined with the development of web-based
and mobile computing applications provides us with timely data, which our
engineers and operators, both on-site and off-site, use to make decisions.
We are in the process of
implementing the Tailings Standard
at our Sierrita operation in Arizona.
NUMBER OF TAILINGS IMPOUNDMENTS1
2018 2019 2020 2021 2022
Active2 19 18 17 16 15
Inactive or Closed3 55 58 56 52 48
Safely Closed4 0 0 0 5 9
Total Tailings Impoundments 74 76 73 73 72
1. Tailings impoundment counts include non-operating sites and are reviewed at least annually and updated
according to construction of new facilities, changes in operating conditions, closure, business transactions, and
legal reviews. FCX provides a full disclosure of tailings facilities, location, status, construction type and hazard
categorization available at fcx.com/sustainability/environment/tailings-americas_documents.
2. In 2022, the status of one TSF at Morenci was changed to inactive.
3. In 2022, one TSF at Morenci was fully integrated into another TSF, and therefore, the total tailings
impoundments count reduced.
4. "Safely closed" is defined by the Tailings Standard and requires confirmation by an external independent
reviewer and an internal Accountable Executive. While many of our inactive/closed facilities have not yet
gone through the specific review process to confirm the "safely closed" designation, we consistently apply our
tailings management system to all facilities to support their safe management.
100
GOVERNANCE - AMERICAS TAILINGS STANDARD IMPLEMENTATION

In addition to the CRC’s oversight, FCX maintains multi-tiered oversight In August 2020, the co-conveners of the Global Tailings Review, which included
of TSFs at its active operations, which includes: ICMM, published the Tailings Standard which is the first global standard for
tailings management that can be applied to existing and future tailings storage
• Corporate Senior Leadership – Executive leadership that facilities. The Tailings Standard includes 77 requirements across six key areas –
participates in major decisions related to the management design, construction, operation and monitoring of tailings facilities, management
program, including allocation of resources for TSF-related and governance, use of integrated multi-disciplinary knowledge, engaging with
operations, initiatives and projects. affected stakeholders, emergency response and long-term recovery, and public
• Accountable Executive (AE) – Chief Operating Officer who disclosure. As an ICMM member, FCX is committed to implementing the Tailings
reports directly to the CEO and is accountable for the safe Standard by August 2023 for all TSFs with “extreme” or “very high” consequence
management of tailings facilities and for minimizing the social and classifications based on credible failure modes and by August 2025 for all
environmental consequences of any TSF failures. other TSFs. Although our existing tailings management system and associated
• Responsible Tailings Facility Engineer (RTFE) – Internal programs have evolved over many years and are mature and robust, in 2022,
engineers appointed by AEs and responsible for the integrity of FCX continued to advance conformance with the Tailings Standard for our
assigned TSFs. Each RTFE provides technical expertise, manages Americas TSFs in line with this commitment.
risk and liaises with the external Engineer of Record. Corporate
Consequence Classification Review & Tailings Standard Implementation
discipline experts provide regular support to RTFEs.
An important step to demonstrating conformance with the Tailings Standard is
• Site Tailings Management, Engineers and Operators – Internal reassessing the consequence classifications of each of our TSFs, based on the
team that implements the management program and regularly credibility of potential tailings facility failure scenarios in alignment with the
monitors, identifies and addresses potential risks. Tailings Standard definitions.
• Engineer of Record (EoR) – External engineer who provides
Prior to the Tailings Standard, we classified our TSFs following the Canadian
expert design and engineering analysis, technical support,
Dam Association’s (CDA) Dam Safety Guidelines (2013), and determined
inspection, review and guidance to support an RTFE in achieving
classifications based on hypothetical worst-case tailings facility failure
design intent of their assigned TSF.
scenarios. This was a conservative approach that did not consider the
• Tailings Stewardship Team (TST) – Third-party engineers credibility of a given tailings facility failure scenario. As a result of using the
and internal experts who inspect all tailings facilities, review CDA classification method, a high proportion of our TSFs were previously
documents and monitoring data, identify potential deficiencies and classified as “extreme” or “very high” risk.
recommend corrective actions.
• Independent Tailings Review Boards (ITRB) – Third-party, Tailings storage facility at our
Cerro Verde operation, Peru.
internationally known expert panels who provide independent
opinions and guidance on the physical integrity, safety and
performance of TSFs and has access to corporate senior leadership.
For closed and inactive sites, we have a similar oversight structure

that reports through our vice president and chief sustainability officer
and includes the same roles for site-level engineers, EoRs, TSTs and
ITRB (or senior independent technical reviewer) structures.
Conversely, FCX’s updated consequence classification approach is based on In parallel with our consequence classification work, we have been driving
the Tailings Standard and does consider the credibility of a potential tailings towards conformance with the Tailings Standard across our sites. We have
facility failure scenario. FCX is implementing this classification approach developed site-specific implementation plans in collaboration with each RTFE,
by first determining what potential tailings facility failures are credible, and conducted risk assessments, obtained social and environmental baseline
then assessing the likelihood and consequence of such a failure occurring. information and developed and deployed an assessment and audit tool to
The highest consequence assigned to the resulting credible failure document our final conformance assessments. Sites with TSFs with higher
scenarios is used as the basis to define the consequence classification for consequence classifications will require further stakeholder engagement,
a given TSF. The consequence classification process is robust and requires which includes partnering with emergency response and preparedness
comprehensive risk assessment reviews led by an external or corporate organizations, local government leaders and engaging with host community
subject matter expert facilitator and multi-stakeholder agreement including members. We have been advancing preparation for this work, including
from the site-specific subject matter experts, RTFE, EoR and ITRB. The AE is enhancing our internal emergency response planning. During the year, we
required to provide final approval for the consequence classifications. completed internal emergency response table-top exercises for eight of our
sites, a subset of which will have external engagements on preparedness in
We have completed our consequence classification review at our 15 active the future. To read more about our Emergency Response Planning, see the
TSFs and are in the process of reviewing these with the appropriate AE. Health, Safety & Well-Being section of this report.
Based on work completed thus far, our Morenci operation in Arizona is our
only site that has TSFs that are classified as “extreme” or “very high” based on
the updated Tailings Standard consequence classification methodology. We
are currently on track to complete conformance with the Tailings Standard SAFE CLOSURE DESIGNATION
requirements at Morenci by the August 2023 deadline as agreed to by the As part of our Tailings Standard conformance, we are working to
ICMM membership. While our Cerro Verde, Chino, Climax, Henderson and demonstrate that our closed TSFs are “safely closed” as defined by the
Sierrita TSFs are not classified as “extreme” or “very high” following the Tailings Standard. "Safely closed" means that the TSF has been deemed to
updated consequence classification review, the team is currently working to pose no ongoing significant risk to people or the environment.
complete conformance for these sites ahead of the August 2025 timeline.
For a TSF to be designated as “safely closed,” FCX conducts an internal
Later in 2023, FCX expects to publish our updated Tailings Standard-aligned review, including a suite of detailed technical evaluations and risk
consequence classifications for all active, inactive and closed TSFs that were assessments. Each TSF must pass an internal review, including confirmation
originally classified as “extreme” or “very high” (including the active TSFs at by the appropriate AE, after which the information is presented to an ITRB
our sites in Arizona, Colorado and Peru) as well as the required disclosures to or senior independent technical reviewer for their independent review and
demonstrate our conformance with the Tailings Standard for Morenci. Work agreement that the TSF should be designated as “safely closed.”
also continues in 2023 to review and update the consequence classifications
in alignment with the Tailings Standard for the remainder of our lower While TSFs in “safe closure” are not subject to the Tailings Standard, FCX’s
consequence active, inactive and closed TSFs, which we plan to disclose in “safely closed” TSFs remain under our tailings management system and
the future. are subject to ongoing monitoring and surveillance. Furthermore, as
FCX owns the land on which these TSFs are located, we do not plan on
transferring ownership to either the government or another party. As of
January 31, 2023, we had achieved the “safely closed” designation for nine
TSFs at Miami and Ajo.
102
GOVERNANCE - INDONESIA INDONESIA

PT-FI implements comprehensive and robust governance and oversight The effective and safe management of tailings continues to be one of PT-FI’s
processes of its tailings management system. In addition to regular most important environmental priorities. PT-FI operates a controlled riverine
internal and external audits and assessments, oversight of the controlled tailings management system, which was implemented based on methods
riverine tailings management system is conducted by: approved and permitted by the Indonesia government.
• FCX Corporate Senior Leadership – Participates in key PT-FI’s controlled riverine tailings management system uses an unnavigable
decisions and provides resources to site management. river to transport the tailings from the concentrator in the Highlands along
• FCX Corporate Tailings and Water Team – Technical resources with natural sediments to a large engineered and managed deposition area
that provide support and assists with guidance and direction for in the Lowlands. The Aghawagon/Otomona River was chosen for tailings
site tailings team and associated program initiatives. transportation from the mill to the tailings deposition area because that part of
the river is unnavigable and not used for potable water, agriculture, fishing or
• Site Tailings Management, Engineers and Operators – Internal
other domestic or commercial uses.
team that implements the program and regularly monitors,
identifies and addresses potential risks associated with the Situated in the Lowlands, the Modified Ajkwa Deposition Area or ModADA,
ModADA and coastal zone areas. is the containment and retention system for tailings produced at the
• External Design Engineer – External resource provides design, concentrator, as well as other sediments transported down the river. The
ongoing engineering support, periodic inspections and levee ModADA is the terrestrial portion of the tailings management deposition
construction quality review. area covering an area of approximately 219 square kilometers. Below the
ModADA to the south is the estuary portion of the tailings management area
• ModADA Management Board – Multi-disciplinary expert panel
encompassing approximately 220 square kilometers.
that convenes yearly to provide oversight and recommendations
to PT-FI leadership and engineering teams on priority activities PT-FI has designed and constructed approximately 85 kilometers of levees on
including safety, risks associated with the ModADA and coastal both sides of the ModADA to laterally contain the depositional footprint of the
zone, the structural integrity of the levees, geochemical stability tailings and natural sediment within the approved boundary. Quantities of finer
of the deposited sediments, environmental considerations and tailings and other sediments deposit in the estuary and the sea to the south.
stakeholder engagement. PT-FI continues to employ tailings management techniques that are aimed at
enhancing the depositions of tailings onshore within the ModADA.
Effectively Managing Tailings' Geochemistry

Tailings are the finely ground natural rock particles that remain after
economically valuable minerals have been processed or extracted from the BEST SITE-SPECIFIC TAILINGS MANAGEMENT SYSTEM
mined ore. PT-FI’s tailings are specifically managed to be geochemically PT-FI’s mines and concentrator complex are located in the mountainous
benign, helping to ensure safety for the environment. This is partly possible area of the Highlands at an elevation of more than 2,700 meters
due to the ore body characteristics and mine plan sequencing as well as PT- above sea level, which presents limited options for effective tailings
FI’s extensive monitoring and sampling programs. management. Various tailings management options were studied in
detail during the early phase of PT-FI’s mining operations, in particular,
Before the tailings enter the controlled riverine tailings management system, when PT-FI developed plans to increase its ore production and
the tailings are sampled several times daily to determine that the desired processing capacity in the 1990s.
geochemical balance has been achieved and avoid generation of acid-
forming tailings. PT-FI analyzes the tailings samples to understand their acid Given the unique and challenging site-specific topographical, hydrological
production and neutralization potential in addition to the metal content, and geotechnical conditions at PT-FI, the controlled riverine tailings
particle size and spatial distribution. The information from this sampling management system remains the best approach when considering the
program informs the mill operators about the expected behavior of the tailings volume of tailings produced (more than 1.7 billion tons through 2022), the
with respect to potential acid generation, and if any adjustments to mill feed limited cleared and level land available for a conventional tailings storage
should be made such as the addition of limestone. This process is the basis facility, the extremely high annual rainfall (up to 12 meters per year) and
for the mill to be able to confirm and maintain production of geochemically- the active seismic loads associated with being situated in the tectonically
neutral tailings to be deposited in the ModADA. active “Ring of Fire” where earthquakes are common. In this unique
setting, a large-scale conventional style tailings dam would not be safe,
In addition to monitoring and managing the tailings at the mill, PT-FI also stable or effective.
regularly tests the neutralization potential versus acid production potential of
the deposited sediments within the ModADA. If the measured ratio is not at Independent environmental management expert audits have reaffirmed
the desired level, PT-FI can blend the material with higher neutralizing material that this system is the best management alternative given the site-specific
until it reaches the desired level. conditions of the area. The system has been in service for more than 25
years and has performed reliably, safely, and in line with initial design
plans. Nearly three decades of engineering analyses, extensive monitoring
and data collection, and computer modelling confirm that the current
Controlled riverine tailings
management system, tailings management system poses the lowest risk to people and the
Grasberg minerals district. environment, and that the impacts of sedimentation, with the exception
of elevation changes, are reversible at the end of the mine life. PT-FI
continues to assess and evaluate additional ways to manage and further
reduce the potential impacts of its controlled riverine tailings management
system on the environment and communities, with a view toward
continuous improvement.
104
PT-FI ENVIRONMENTAL MONITORING PROGRAM The Tailings Management Roadmap Update

PT-FI commits significant resources to support extensive environmental During 2022, PT-FI continued working with Indonesia’s MoEF on the Tailings
management and monitoring measures to manage tailings safely. These Management Roadmap, a process that was agreed and established with
measures include substantial internal and external engineering expertise, the MoEF in December 2018 to support continuous improvement of PT-FI’s
levee construction and river management, incorporating the latest environmental and tailings management practices. The main objectives of
technological advances, and corporate and independent third-party the Tailings Management Roadmap are to: (1) reduce the amount of non-
oversight. On average, PT-FI currently expects to spend approximately tailings sediments flowing into the ModADA, (2) consider additional methods
$100 million annually for the next five years to manage and monitor the to further control the retention and distribution of tailings within the ModADA
tailings management system. A multi-disciplinary, multi-department and downstream area, and (3) examine the potential re-use of the tailings in
team routinely monitors surface and groundwater quality, air quality, additional projects including infrastructure (such as for road construction and
hydrological characteristics, sediment quality, meteorological patterns and as building materials) and other beneficial uses.
ecological characteristics of the entire operations area.
PT-FI has complied to date with the Tailings Management Roadmap for the
PT-FI collects some 15,000 samples for analysis annually (based on a five- 2019 – 2024 period. In 2022, PT-FI continued to work with MoEF on developing
year average), using the results to develop the scientific information needed projects that represent incremental improvements to the performance of the
to make informed management decisions about system performance with a tailings management system, in both the terrestrial and estuary portions of
focus on eliminating, minimizing, and mitigating environmental impacts. To the tailings management area. This includes methods to enhance sediment
support this effort, PT-FI established the Timika Environmental Laboratory retention within the ModADA and accelerate the growth of mangrove forests
(TEL) in the mid-1990s, located within our operational area in the Lowlands on deposited sediments containing tailings in the estuary and coastal
town of Timika. The lab is certified to ISO 17025 quality standards by the environment. These initiatives not only align with the aspirations of the
Indonesian National Accreditation Committee and serves as the main Indonesia government to increase mangrove forest areas in Indonesia, but
analytical lab for sample analyses used in our monitoring programs. TEL is also to illustrate the benign nature of deposited tailings and the ability of these
registered with the MoEF as a Referenced Environmental Laboratory. newly formed land areas to support diverse ecosystem services.
To learn more about PT-FI’s impact monitoring including its human health
Reclamation activities in the
assessment, please see Community Health & Well-being section. Highlands near the Grasberg
open pit, Indonesia.
NATURAL SEDIMENTATION IMPACTS ON ISLAND OF NEW GUINEA REVEGETATION IN PT-FI’S TAILINGS DEPOSITION AREA
The rivers located on the island of New Guinea are exceptional in their To advance post-mining reclamation options and productive land use
naturally occurring sediment loads. New Guinea is situated in an environment options on tailings soils, PT-FI isolated a 750-hectare area where tailings had
with extremely high rainfall, and was formed through tectonic activity resulting previously been deposited to use as a natural tailings reclamation laboratory.
in steep, mountainous terrain, with resultant natural sediment concentrations A research team from the University of Papua conducted a vegetation
of rivers in the region ranking among the highest in the world. Independent inventory of PT-FI’s tailings deposition area, and the team discovered that the
studies by academics and researchers have estimated that New Guinea, along number of living plant species had more than doubled in the last 17 years. In
with five of its island neighbors (Java, Sumatra, Borneo, Sulawesi and Timor) 2022, University of Papua researchers identified 1,089 plant species growing
naturally produce roughly 20% to 25% of all sediments transported to Earth’s naturally on tailings compared to the 504 species identified in the same area
oceans despite only accounting for 2% of global land area draining to the in 2005. University of Papua is also conducting a comprehensive study on the
ocean. New Guinean rivers, in particular, are estimated to deliver 1.7 billion use of fresh tailings areas for agriculture land and analyzing the feasibility of
metric tons of sediment to the ocean every year. This phenomenon is part of cultivating plants for economic benefit. These studies are ongoing in 2023.
a continuous process of erosion from the mountainous elevations resulting in
high levels of sediments being transported to the sea which can be observed
through aerial and satellite images all along the coastline of the Arafura Sea. Our PT-FI environmental team
This process of sediment erosion creates new land along the island’s coastline. conducts ongoing environmental
Natural growth of the island and associated growth of mangrove forests has monitoring near our Grasberg
minerals district.
been observed through a series of satellite images.
While the sedimentation within the coastal areas of PT-FI’s tailings

management system occurs at a faster rate than naturally occurring
sedimentation, these impacts were predicted in numerous studies and are
consistent with the controlled riverine system design and operation approved
and permitted by the Indonesia government. Monitoring results continue to
indicate the environmental impacts of the tailings deposition are reversible
at the end of the mine’s life, except for elevation changes from deposited
sediments. Importantly, the sediments within PT-FI’s area of operations have
proven to be highly suitable for colonization of indigenous plant communities,
including mangrove forests. PT-FI’s large-scale demonstration reclamation
projects show that several land use options will be possible after final closure
of the deposition area.
PT-FI commits significant resources to support

extensive environmental management and
monitoring measures to manage tailings safely.
106
WASTE MANAGEMENT
WHY IT MATTERS
Every business creates waste, and reducing that waste is essential to In addition to responsibly managing our mining and mineral processing
managing environmental impacts. In addition to mining and mineral waste, we continuously evaluate opportunities to reduce the quantity of non-
processing wastes, such as tailings, waste rock, overburden and slag, our mineral waste generated. We seek to apply the standard protocol of reduce,
operations generate non-mineral waste, which requires proper end-of-life reuse, recycle wherever possible and implement robust practices to identify,
management. Responsible management of all these materials is critical to categorize, store and manage non-mineral wastes. Through our asset recovery
complying with environmental regulations, maintaining community and programs, we divert certain materials from the landfill, and we strive to
environmental health, and advancing social acceptance of our operations. increase recycling and reuse of those materials in our operations. Furthermore,
we evaluate our hazardous waste streams and, when possible, substitute
OUR APPROACH materials with lower toxicity into our processes.
FCX is committed to reducing our environmental impact, which includes the
effective management of our mining and mineral processing waste (such In addition to FCX’s dedicated tailings stewardship teams who are responsible
as tailings, overburden and slag, waste rock) as well as non-mineral waste for managing our mining and processing waste, we also have a dedicated
(such as recycled material and landfilled waste). The volume of mining waste management team composed of subject matter experts from across
and mineral processing waste we generate varies depending on site- the company. The teams are responsible for advancing our technical expertise
specific mine plans. These materials are typically managed in designated, and developing leadership skills through multi-site collaboration. Our experts
engineered stockpiles or impoundments. provide guidance to support global consistency in our waste management
programs and adherence to FCX’s environmental policy.
PT-FI and its community partners recently inaugurated a new

recycling center near the Manyar smelter project to recover
construction materials from the project site near Surabaya,
Indonesia. Proceeds will benefit local community organizations.
FCX is committed to reducing our

environmental impact, which includes the
effective, responsible management of both
mining and non-mining wastes.
PERFORMANCE MANYAR SMELTER RECYCLING CENTER IN GRESIK

In 2022, the mining and mineral processing waste as well as the non-mineral The landfill in Gresik near the Manyar smelter, is reaching capacity. To help
waste we generated were higher than 2021 reflecting increased mining and address this concern, PT-FI partnered with a local community nonprofit,
milling rates at many of our operations, including PT-FI, Cerro Verde and Morenci. Yatamam, and an internationally recognized waste management NGO, Wehasta,
to build a waste processing facility. Wehasta will work to increase the operating
We generated 331 million metric tons of tailings, 414 million metric tons of capability of the facility and verify alignment with environmental best practices.
waste rock and overburden and 683 thousand metric tons of slag in 2022. The Manyar smelter’s waste reduction strategy includes sending recyclable
Our non-mineral wastes are categorized as: (1) non-hazardous (such construction waste from the project to the facility. Leftover rebar and other
as tires, scrap metal, obsolete equipment, HDPE pipe, domestic waste materials will be sorted, cleaned and cut before being sold to local buyers.
and wood waste) and (2) hazardous (such as water treatment sludge, Profits from sales of these materials will be allocated to Yatamam community
chemicals, solvents, batteries and reagent packaging). In 2022, we generated programs, which currently focus on education for orphans. Yatamam’s long-term
approximately 274,000 metric tons of non-mineral wastes, of which 12% was goal is for profits to support a training facility where locals can practice welding
hazardous and 88% was non-hazardous. and carpentry skills using the recycled materials to create upcycled products.
When possible, our materials are evaluated for other end-of-life uses For more information on how we increase the availability and access to
in accordance with applicable regulations and are recycled at our skills training for people in our communities, please see the Communities &
own operations or into the global value chain. Through our continuous Indigenous People section.
improvement efforts, we have identified and implemented numerous waste
minimization or recycling efforts across our operations.
We aim to divert waste from disposal by reusing and recycling the waste
when possible. For example, our Atlantic Copper smelter in Spain partners NON-MINERAL WASTE GENERATED & RECYCLED
with WEEE FORUM, a European association that represents producers of 350
electrical and electronic equipment, to recycle e-waste and contribute to
a circular copper economy. In 2022, we continued to expand vendor buy- THOUSAND METRIC TONS 300
back programs to return end-of-life mill liners to the original equipment
250
manufacturers who in turn remelt/recast and then return new mill liners to
us for our use. At certain of our America’s sites, we continued to invest in 200
processes and equipment to separate and recover scrap metal mill balls from
discarded material at the mills. This program began at our Morenci operation 150
and has since been implemented at our Cerro Verde operation. In 2022, we 44% 42% 50% 48% 49%
recovered approximately 4,000 metric tons of these scrap mill balls from this 100
process at Cerro Verde alone.
50
0
View more data in 2018 2019 2020 2021 2022
the Performance
Data Section Non-Hazardous Waste Hazardous Waste % Recycled
108
MINE CLOSURE & RECLAMATION

WHY IT MATTERS
Mining requires infrastructure projects that alter the natural environment, such as open-pit mines, roads, and processing
facilities. Mining companies are responsible for managing these impacts, which include reclamation of the land for post- We seek to plan
mining use. The purpose of reclamation is to return areas impacted by mining and processing activities to a healthy and operate
state with lands that support productive post-mining land use.
our mines in a
OUR APPROACH
FCX understands that effectively reclaiming disturbed land and responsibly closing our mining and processing sites is
manner that
critical to maintaining the trust of our local communities, governments, and other interested stakeholders, and as such, considers post-
reclamation and mine closure processes are integral to our site planning and ongoing operations.
mining land use
We seek to plan and operate our mines in a manner that considers post-mining land use well in advance of mine
closure. Likewise, when designing new projects, or expanding existing ones, we plan for how the land can be reclaimed
well in advance
once the mine closes. Our philosophy of responsible production continues when we close our mining and processing of mine closure.
sites through to reclamation.
FCX strives to work in partnership with our host communities – which in many cases includes Indigenous Peoples –
to define and deliver shared value, throughout the mine life cycle. We not only seek to avoid, minimize and mitigate
negative impacts from our operations but also aim to provide long-lasting benefits to our neighbors — beyond
closure so people can thrive over the life of our mines and beyond. At each of our operations, we have mine closure
and reclamation plans with site-specific environmental measures designed to minimize long-term impacts, promote
ecosystem reestablishment, and protect the watersheds where we operate. To support future anticipated closure and
reclamation costs, each operating mine site has asset retirement obligations aligned with approved closure plans.
Asset retirement obligations are estimated and accounted for in accordance with generally accepted accounting
principles (GAAP) in the U.S. and are audited by an independent accounting firm.
Most of our mines operate for several decades or longer, due to the geological nature of the deposits and the large
resource base. As a result, implementation of closure plans may not occur for decades in the future. We plan for,
continually evaluate and carry out concurrent reclamation when possible at our operating mine sites. At these sites,
concurrent reclamation may include constructing and monitoring test plots, characterizing materials for eventual
closure work and designing new stockpiles or tailings facilities for closure prior to construction. We are not currently
implementing any large-scale concurrent reclamation-related earthworks, regrading or capping activities.
Our reclamation programs incorporate multiple aspects associated with

environmental management and community well-being, such as water and air
quality, erosion, wildlife habitats, and revegetation programs, working together
to advance ecosystem reestablishment. Our traditional post-mining land
use has been focused on wildlife habitats, and we increasingly are exploring
other opportunities such as open spaces, recreational and educational uses,
renewable energy sites and new industrial uses for our lands post-closure.
By 2024, we plan to have dedicated an area of land to test our site-specific
reclamation programs at each of our North America operating mining sites
and at Cerro Verde. We have final reclamation plots constructed in the
Highlands at PT-FI in addition to a number of large-scale reclamation areas in
the Lowlands. Since the Grasberg open pit was completed in 2020, the focus
around the former surface mine area has been on closure and reclamation
work, which consists of finalizing a major slope stabilization project, other
geotechnical stability projects, facility recovery, drainage control and
revegetation activities. By 2024, PT-FI anticipates it will dismantle the Grasberg
surface facilities that are no longer needed and planned reclamation work on
the surface mine area will approach completion.
FCX recognizes the impact of its historic operations and works to reclaim and
restore areas associated with those legacy liabilities. In Clarkdale, Arizona,
we gained the support of local elected officials, area environmental groups
and recreational advocates before removing a century-old water diversion
structure along the Verde River, which was formerly associated with the United
Verde Copper Company. The river's natural flow pattern was restored after we
removed this structure, which will allow for a reestablishment of biodiversity
and riparian habitat restoration. This project is in addition to our reclamation of
a former tailings facility in 2007 and our partnership with the Northern Arizona In Colorado, we work with Trout Unlimited and the Division of
Audubon Society since 2004 to take a periodic inventory of birds at Peck’s Reclamation, Mining and Safety in a multi-year partnership focused
on supporting a clean watershed. Our partnership interconnects
Lake, which is part of the Tuzigoot Important Bird Area. with our Colorado legacy mine site reclamation at the former
Keystone mine site near Crested Butte, Colorado. The partnership
has been integral to the successful design and implementation of
reclamation activities at the site for the last three years.
110
ENVIRONMENTAL COMPLIANCE
WHY IT MATTERS
Countries around the world have various laws and regulations that are At the corporate level, subject matter experts train, develop and support our
designed to protect the environment. Meeting these requirements is essential site teams, routinely conduct site visits, and in some cases, directly manage
to the social license to operate, and it relies upon effective due diligence and a group of site-based experts. Collectively, they are responsible for building
strong internal processes, policies and practices that drive accountability and technical expertise, ensuring consistency in our environmental programs
transparency. and sharing best practices. To support this effort, we provide annual training
for our employees on critical environmental compliance topics, including air,
OUR APPROACH water, waste and biodiversity. In 2022, we resumed in-person training sessions
All of our mining and mineral processing operations and technology centers and conducted approximately 5,700 hours of training. Additionally, we trained
maintain Environmental Management Systems (EMS) that are certified to our global teams on how to track environmental incidents in our recently
the ISO 14001:2015 standard by independent auditors. As part of our EMS, adopted company-wide digital incident management system.
our workforce is trained on site-specific subject areas and annually on
environmental issues, and is supported by environmental professionals We conduct various internal and external audits across our sites to review
working in the field. our EMS processes and confirm compliance with the ISO 14001:2015
environmental standard. Comprehensive, independent recertification audits
Site management teams identify, manage and mitigate environmental risks are conducted at our operating mines and processing sites every three years.
through our risk register process and the use of environmental critical During each interim year, surveillance audits are conducted by external audit
control systems designed to prevent environmental incidents at our teams. Our internal team conducts corporate-led audits of many sites as well.
operations. Critical controls are focused on the elimination of unplanned Across our sites in 2022, we completed 15 internal EMS audits and another 12
releases and prevention or minimization of impacts to water and other internal environmental compliance audits. In addition, in 2022, our mining sites
natural resources. were inspected by governmental regulatory agencies 75 times.
We provide annual training

for our employees on critical
environmental compliance
topics, including air, water,
waste and biodiversity.
Members of the PT-FI environmental team

conduct ongoing estuary monitoring near
our operation in Papua, Indonesia.
As part of our environmental management commitment at PT-FI, external FCX had the following global environmental compliance targets in 2022:
audits have taken place on a routine basis since 1996. The current audit, which (1) incur zero significant environmental events as defined in our risk register
was originally due to be completed in 2020 and delayed due to the COVID-19 process, and (2) incur zero environmental penalties over $100,000 on an
pandemic, was completed in early 2023. This audit included in-person site individual basis.
visits in 2022 to evaluate PT-FI’s compliance with national environmental laws,
environmental-related government regulations, environmental standards and Our El Abra operation experienced an incident that was identified as
a review of tailings management, the Grasberg open pit closure, among other significant in our risk register process during the year. In March 2022, because
key environmental topics. An executive summary of the audit is available on of a failure along the pipeline, approximately 13,000 cubic meters of an acidic
our website. In addition to our external audits, we also strive to conduct in- solution flowed from a containment dam at our operations through an already
person internal environmental compliance audits at PT-FI annually. modified area downstream of the dam and along the access road to the open
pit. The site activated the contingency plan and immediately implemented
The robust nature of our internal audits and regulatory inspections demonstrate corrective actions to stop the flow and cleaned up the impacted area.
both the strength of our systems and the commitment of our culture and people
to maintain compliance. We integrate the findings from both internal and We did not incur any environmental penalties over $100,000 on an individual
external audits into our corrective and preventative action plans at all of our basis. Fines levied in 2022 were associated with Notice of Violations (NOV)
sites. These actions are reviewed by corporate subject matter experts to ensure related to water discharge monitoring and reporting at Cerro Verde, waste
such measures are robust and institutionalized for the future. and chemical safety programs at El Abra and wastewater discharge permit
violations at the El Paso refinery and rod mill. Typically, when our operations
receive an NOV from a regulatory agency, the citations involve brief and minor
exceedances of permit conditions or other record-keeping.
ENVIRONMENTAL COMPLIANCE INDICATORS
2018 2019 2020 2021 2022
Reportable spills or releases of hazardous or toxic chemicals 1,2
17 33 19 20 16
NOVs related to permit exceedances, spills, releases or other
10 5 6 9 12
compliance matters3
# of Significant Environmental Events4 1 0 0 0 1
Environmental penalties5 $0 $124,682 $67,100 $18,951 $24,301
1. Reportable spills excludes spills at PT-FI associated with pipeline sabotage. Due to increased security efforts, the number of sabotage-related spills reported at PT-FI decreased from 68 in 2018, to 16 in 2019, to 8 in 2020, to 5 in 2021.
There were 8 sabotage related-spills in 2022.
2. In 2019, there were multiple small (75 kg or less) but reportable events associated with a malfunctioning catalytic oxidizer at our Rotterdam molybdenum processing facility.
3. NOV is Notice of Violation. When NOVs are rescinded based on the legal appeals process, prior year data are updated.
4. Our risk register assessment uses a likelihood and consequence matrix with a scale on each axis from 1 through 4, with 4 being the highest likelihood or consequence. Significant environmental events are defined as those with a
rating of 3 or higher on the consequence scale.
5. 2019 penalties paid were from NOVs at Sierrita for dust events in 2018 ($30,000) and an NOV at Cerro Verde in 2007 ($94,682). In addition, we agreed to fund a $200,000 Supplemental Environmental Project associated with the
Sierrita dust events. The Cerro Verde fine was paid in 2019 from a regulatory inspection conducted in 2007 due to an extended legal appeal process. 2020 penalties paid were principally from a Sierrita dust event ($55,000) and the
failure to obtain a CO2 permit at Rotterdam ($12,000). 2021 penalties paid were associated with delays in commissioning an online, real-time groundwater monitoring system at El Abra. 2022 penalties included $12,959 at Cerro Verde
associated with an NOV related to water discharge monitoring and reporting; $9,842 at El Abra associated with an NOV related to waste and chemical safety programs; and $1,500 at the El Paso refinery and rod mill associated with
two wastewater discharge permit NOVs.
112
ABOUT THIS REPORT

Environmental monitoring near
our Climax mine, Colorado.
We are committed to communicating regularly and Guided by these reporting frameworks, we conduct
transparently with our stakeholders about how we do prioritization assessments to delineate the key
business, including through our sustainability reporting. sustainability-related focus areas important to our
Our 2022 Annual Report on Sustainability provides business and our stakeholders. To learn more, please
information on how we address ESG matters that we refer to the Materiality section of this report. The
believe are most important to our business based on, term “materiality,” as used in this report, is based on
among other things, stakeholder feedback. This report is a different definition of materiality than used in U.S.
intended to be a companion to our 2022 Annual Report securities laws. Please refer to “Cautionary Statement"
and 2023 Proxy Statement, as well as the Sustainability on page 113 of this report.
section of our website.
EXTERNAL ASSURANCE
This report focuses primarily on the activities of our most Our annual reports on sustainability have been
significant subsidiaries, including our 48.76% owned independently verified since 2005. Limited third-party
subsidiary PT Freeport Indonesia (PT-FI), and Freeport assurance of our 2022 report was obtained from Ernst
Minerals Corporation (FMC) and Atlantic Copper, S.L.U. & Young LLP (as indicated in the Report of Independent
(Atlantic Copper), each a wholly owned subsidiary, for Accountants on page 114). Since 2009, site-level, third-
the year-ended 2022 (unless otherwise indicated). Data party assurance reviews have been conducted at each
is as of December 31, 2022 (unless otherwise noted). For of our active mining and metals processing operations.
additional information about FCX, please visit our website. These site-level external assurance reviews occur at
least once every three years (annually at PT-FI and Cerro
REPORTING FRAMEWORKS Verde) and the reviews include both ICMM and Copper
We voluntarily report our ESG performance against Mark requirements, where applicable. In 2022, these
established reporting standards. This report together with site level reviews transitioned to a reasonable level of
the Sustainability section of our website, including our assurance for purposes of meeting Copper Mark site level
ESG Performance data, have been prepared in reference assurance requirements. A combination of on-site and
to the GRI Sustainability Report Standards (2021) and virtual assurance reviews were conducted in 2022.
the G4 Mining and Metals Sector Supplement as well as
in alignment with the International Financial Reporting
Standards (IFRS) Foundation’s SASB Standards for the
Metals & Mining industry.
We have published a sustainability report annually since

2001, reporting under GRI guidelines and standards since
2005 and in alignment with the International Financial
Reporting Standards (IFRS) Foundation’s SASB Standards
for the Metals & Mining industry since 2020.
VOLUNTARY REPORTING FRAMEWORKS
GRI is an independent, international organization that helps businesses and other organizations advance sustainability reporting and performance by
providing them with the global common language to communicate those impacts. As an ICMM member company, we report annually on our sustainability
performance compared to GRI Sustainability Reporting Standards.
The IFRS Foundation, previously the Value Reporting Foundation, is a not-for-profit, public interest organization established to develop high-quality,
understandable, enforceable and globally accepted accounting and sustainability disclosure standards, including the SASB Standards. The SASB Standards
identify the subset of ESG issues most relevant to financial performance in each of 77 industries. We report on our performance in alignment with SASB
Standards.
The Task Force on Climate-related Financial Disclosures (TCFD) is an organization established by the Financial Stability Board to develop a set of recommendations
on climate-related financial risk disclosures to be adopted by companies. FCX is committed to aligning our climate-related disclosures with the current
recommendations of the TCFD.
FCX is committed to the OECD Due Diligence Guidance for Responsible Supply Chains of Minerals in Conflict-Affected and High-Risk Areas, which requires an
annual Step 5 Report detailing risks identified and managed in our mineral supply chains.
CAUTIONARY STATEMENT
This report contains forward-looking statements in which we discuss our potential future performance. Forward- Many of the assumptions upon which our forward-looking statements are based are likely to change after the
looking statements are all statements other than statements of historical facts, such as plans, projections, expectations, forward-looking statements are made. Further, we may make changes to our business plans that could affect our
targets, objectives, strategies or goals relating to environmental, social, safety and governance performance, results. We caution investors that we undertake no obligation to update any forward-looking statements, which
including expectations regarding execution of our energy and climate strategies, and the underlying assumptions and speak only as of the date made, notwithstanding any changes in our assumptions, changes in business plans, actual
estimated impacts on our business related thereto; our approach to lower carbon and reduced emissions; our plans experience or other changes.
and expectations in relation to our future clean energy transition, including targeted reductions of GHG emissions,
implementation of technologies and emissions reduction projects, achievement of our 2030 climate targets and our 2050 This report contains statements based on hypothetical scenarios and assumptions, and these statements should not
net zero aspiration; our operational resiliency and climate scenarios; our expectations regarding climate-related risks and be viewed as representative of current risks or forecasts of expected risks. Third-party scenarios discussed in this
future risk mitigation; our continuing commitment to safe and reliable operations; our commitment to human rights and report reflect the modeling assumptions and outputs of their respective authors, and their use or inclusion herein is
creating a diverse and inclusive workplace; our commitment to deliver responsibly produced copper and molybdenum, not an endorsement of their underlying assumptions, likelihood or probability. While certain matters discussed in this
including plans to implement, validate and maintain validation of our operating sites under specific frameworks. The words report may be significant and relevant to our investors, any significance should not be read as rising to the level of
“anticipates,” “may,” “can,” “plans,” “believes,” “estimates,” “expects,” “endeavors,” “seeks,” “goal,” “predicts,” “strategy,” “objective,” materiality for purposes of complying with the U.S. federal securities laws or the disclosure requirements of the SEC.
“projects,” “targets,” “intends,” “aspires,” “likely,” “will,” “should,” “could,” “to be,” “potential,” “assumptions,” “guidance,” “forecasts,” The goals and projects described in this report are aspirational; as such, no guarantees or promises are made that
“future, ” “commitments,” “pursues,” “initiatives,” “opportunities,” and any similar expressions are intended to identify those these goals and projects will be met or successfully executed. Further, the data, statistics and metrics included in this
assertions as forward-looking statements. We caution readers that forward-looking statements are not guarantees of report are non-audited estimates (with the exception of financial information and the GHG Scope 1, 2, and 3 emissions
future performance and actual results may differ materially from those anticipated, expected, projected or assumed in the data, which have been third-party verified in accordance with ISO 14064 (Specifications 1 and 3) to a reasonable level
forward-looking statements. Important factors that can cause our actual results to differ materially from those anticipated of assurance), not prepared in accordance with U.S. generally accepted accounting principles (GAAP), continue to
in the forward-looking statements include, but are not limited to, the factors described under the heading “Risk Factors” evolve and may be based on assumptions believed to be reasonable at the time of preparation, but should not be
in our Annual Report on Form 10-K for the year-ended December 31, 2022, filed with the U.S. Securities and Exchange considered guarantees and are subject to future revision.
Commission (SEC), as updated by our subsequent filings with the SEC, and available on our website at fcx.com.
2022 ANNUAL REPORT
ADDITIONAL
Notice of 2023 Annual Meeting
of Stockholders and Proxy Statement
THE POWER OF
RESOURCES COPPER ELECTRIFYING
THE POWER OF THE FUTURE
2021 Climate Report
Sustainability Website 2022 Annual Report 2023 Proxy Statement 2021 Climate Report Additional Reports
VIEW VIEW VIEW VIEW VIEW
114
Ernst & Young LLP Tel: +1 602 322 3000

101 E. Washington Street ey.com
Suite 910
Phoenix, AZ 85004
Independent Accountants’ Review Report

Management of Freeport-McMoRan Inc.
We have reviewed certain disclosures in Freeport-McMoRan Inc.’s (“Freeport”) 2022 Annual Report on Sustainability (“Report”), inclusive of
International Councilcertain
We have reviewed on Mining and Metals
disclosures in(“ICMM”) Subjects Matters
Freeport-McMoRan Inc.’s 1–5, including2022
(“Freeport”) its self-declaration
Annual Report of on
preparing the Report
Sustainability with reference
(“Report”), inclusive of International Council
to the Global Reporting Initiative Standards (2021) and the G4 Mining and Metals Sector Supplement (collectively, “GRI”), and its associated GRI
Content Index and Sustainability Accounting Standards Board (“SASB”) performance data tables (collectively, the “Subject Matter”) as of andGlobal
on Mining and Metals (“ICMM”) Subjects Matters 1–5, including its self-declaration of preparing the Report with reference to the for Reporting Initiative
Standards (2021) and the G4 Mining and Metals Sector Supplement (collectively, “GRI”), and its associated GRI Content
the year ended December 31, 2022 in accordance with the requirements of (1) ICMM Principles and mandatory requirements set out in the ICMM Index and Sustainability Accounting
Standards
Position Board (“SASB”)
Statements, (2) GRIperformance
and the ‘withdata tablesto’
reference (collectively, the “Subject
reporting option and (3)Matter”) as of and(collectively,
SASB Standards for the year the
ended December
“Criteria”). 31, 2022 in accordance with the
Freeport’s
management
requirements is of
responsible
(1) ICMMfor selecting and
Principles the Criteria and for
mandatory presenting theset
requirements Subject
out inMatter in accordance
the ICMM Positionwith the Criteria.
Statements, (2) Our
GRI responsibility
and the ‘withisreference
to to’ reporting option
express a conclusion on the Subject Matter based on our review.
and (3) SASB Standards (collectively, the “Criteria”). Freeport’s management is responsible for selecting the Criteria and for presenting the Subject Matter in
accordance
Other than as with the Criteria.
described Our responsibility
in the preceding is to express
paragraph, which a conclusion
sets out the scope of ouronengagement,
the SubjectweMatter
did notbased onaour
perform review.
review over the disclosures
related to the 2022 energy consumption and associated greenhouse gas (GHG) emissions (“Emissions Inventory”), including emissions from
Other 1,
Scope than as described
2, and in the
3. Accordingly, wepreceding paragraph,
do not express which
a conclusion on sets out the scope of our engagement, we did not perform a review over the disclosures related to
this information.
the 2022 energy consumption and associated greenhouse gas (GHG) emissions (“Emissions Inventory”), including emissions from Scope 1, 2, and 3. Accordingly,
Our
we doreview
not was conducted
express in accordance
a conclusion with
on this attestation standards established by the American Institute of Certified Public Accountants (AICPA)
information.
AT-C section 105, Concepts Common to All Attestation Engagements, and AT-C section 210, Review Engagements, and standards established by
the
OurInternational
review wasAuditing
conducted and in
Assurance
accordanceStandards
with Board (IAASB)
attestation in International
standards establishedStandard
by theforAmerican
AssuranceInstitute
Engagements Other Than
of Certified PublicAudits or
Accountants (AICPA) AT-C section
Reviews of Historical Financial Information (“ISAE 3000”). Those standards require that we plan and perform our review to obtain limited
105, Concepts Common to All Attestation Engagements, and AT C section 210, Review Engagements, and standards established by the International Auditing assurance
about whether any material modifications should be made to the Subject Matter in order for it to be in accordance with the Criteria, and to issue a
and Assurance Standards Board (IAASB) in International Standard for Assurance Engagements Other Than Audits or Reviews of Historical Financial Information
report. The procedures performed in a review vary in nature and timing from and are substantially less in extent than, an examination, the objective
(“ISAE
of which 3000”). Thosereasonable
is to obtain standards require about
assurance that we plan the
whether andSubject
perform our review
Matter to obtainwith
is in accordance limited assurance
the Criteria, in allabout whether
material anyinmaterial
respects, order to modifications should be
made toanthe
express Subject
opinion. Matter inwe
Accordingly, order forexpress
do not it to besuch
in accordance with the
an opinion. Because of Criteria,
the limitedand to issue
nature of theaengagement,
report. Thethe procedures performed
level of assurance in a review vary in nature
obtained
in
anda review
timingisfrom
substantially
and are lower than the assurance
substantially that would
less in extent than, have been obtainedthe
an examination, hadobjective
an examination beenisperformed.
of which to obtain As such, a review
reasonable does notabout whether the Subject
assurance
provide
Matter is assurance that we became
in accordance with theaware of allinsignificant
Criteria, all materialmatters that would
respects, be disclosed
in order to expressin an
anexamination. We believewe
opinion. Accordingly, thatdo
thenot
review evidence
express such an opinion. Because of
obtained is sufficient and appropriate to provide a reasonable basis for our conclusion.
the limited nature of the engagement, the level of assurance obtained in a review is substantially lower than the assurance that would have been obtained had
an examination been performed. As such, a review does not provide assurance that we became aware of all significant matters that would be disclosed in an
examination. We believe that the review evidence obtained is sufficient and appropriate to provide a reasonable basis for our conclusion.
1
A member firm of Ernst & Young Global Limited

Ernst & Young LLP Tel: +1 602 322 3000

101 E. Washington Street ey.com
Suite 910
Phoenix, AZ 85004
We are
We haverequired
reviewedtocertain disclosures in
be independent Freeport-McMoRan
of Freeport Inc.’s
and to meet our(“Freeport”) 2022
other ethical Annual Reportinonaccordance
responsibilities, Sustainability (“Report”),
with inclusive
the relevant of requirements related to our
ethical
International Council on Mining and Metals (“ICMM”) Subjects Matters 1–5, including its self-declaration of preparing the Report with reference
review engagement. Additionally, we have complied with the other ethical requirements set forth in the Code of Professional Conduct and applied the Statements
to the Global Reporting Initiative Standards (2021) and the G4 Mining and Metals Sector Supplement (collectively, “GRI”), and its associated GRI
on Quality
Content Control
Index Standards established
and Sustainability by the AICPA,
Accounting Standards Boardas well as performance
(“SASB”) the International Standard
data tables on Quality
(collectively, the Control QualityasControl
“Subject 1,Matter”) of and for
for Firms that Perform Audits
and Reviews of Financial Statements, and Other Assurance and Related Services Engagements.
the year ended December 31, 2022 in accordance with the requirements of (1) ICMM Principles and mandatory requirements set out in the ICMM
Position Statements, (2) GRI and the ‘with reference to’ reporting option and (3) SASB Standards (collectively, the “Criteria”). Freeport’s
The procedures
management we performed
is responsible were based
for selecting on our
the Criteria andprofessional
for presentingjudgment.
the SubjectOur review
Matter consistedwith
in accordance principally of applying
the Criteria. analyticalisprocedures,
Our responsibility to making inquiries of
express a responsible
persons conclusion onfor
thethe
Subject Matter
subject basedobtaining
matter, on our review.
an understanding of the data management systems and processes used to generate, aggregate and report
the Subject Matter and performing such other procedures as we considered necessary in the circumstances.
Other than as described in the preceding paragraph, which sets out the scope of our engagement, we did not perform a review over the disclosures
related
The to the 2022
preparation of energy consumption
the Subject and associated
Matter requires greenhouse
management gas (GHG)and/or
to establish emissions (“Emissions
interpret Inventory”),
the criteria, including emissions
make determinations as tofrom
the relevancy of information
Scope 1, 2, and 3. Accordingly, we do not express a conclusion on this information.
to be included, and make estimates and assumptions that affect reported information. Measurement of certain amounts and disclosures includes estimates
and assumptions
Our review that areinsubject
was conducted to substantial
accordance inherent
with attestation measurement
standards established uncertainty resulting,
by the American Instituteforofexample, from the
Certified Public accuracy(AICPA)
Accountants and precision of data collection
techniques
AT-C sectionand105,the process
Concepts to measure
Common to Alland report Engagements,
Attestation information. Obtaining sufficient,
and AT-C section 210,appropriate review evidence
Review Engagements, to support
and standards our conclusion
established by does not reduce the
the International
inherent Auditing
uncertainty andamounts
in the AssuranceandStandards Board The
disclosures. (IAASB) in International
selection Standard
by management of for Assurance
different Engagementsmeasurement
but acceptable Other Than Audits or
techniques, input data, estimates, or
Reviews of Historical
assumptions may haveFinancial Information
resulted (“ISAE
in materially 3000”).amounts
different Those standards require that
or disclosures we plan
being and perform our review to obtain limited assurance
reported.
about whether any material modifications should be made to the Subject Matter in order for it to be in accordance with the Criteria, and to issue a
report. The procedures performed in a review vary in nature and timing from and are substantially less in extent than, an examination, the objective
As disclosed in the GRI Content Index, management asserts to reporting in reference to the GRI Standards (2021) and the G4 Mining and Metals Sector
of which is to obtain reasonable assurance about whether the Subject Matter is in accordance with the Criteria, in all material respects, in order to
Supplement. To report
express an opinion. in reference
Accordingly, we do to
notGRI (as opposed
express to reporting
such an opinion. Becauseinofaccordance with of
the limited nature thetheGRI Standards)
engagement, therequires organizations
level of assurance to publish a GRI Content Index,
obtained
provide
in a review is substantially lower than the assurance that would have been obtained had an examination been performed. As such, a review does not of the material variances in
a statement of use, and notify GRI. Additionally, to enhance the suitability of criteria, management has disclosed a description
its disclosures
provide asthat
assurance compared
we became to the GRIofStandards
aware (2021).
all significant Ourthat
matters conclusion
would be is not modified
disclosed with respect
in an examination. Wetobelieve
this matter.
that the review evidence
obtained is sufficient and appropriate to provide a reasonable basis for our conclusion.
Based on our review, we are not aware of any material modifications that should be made to the disclosures in the 2022 Report, inclusive of ICMM Subjects Matters
1–5, including its self-declaration of preparing the Report with reference to the GRI (2021) and the G4 Mining and Metals Sector Supplement, and its associated GRI
Content Index and SASB performance data tables as of and for the year ended December 31, 2022, in order for it to be in accordance with the Criteria.
1
April 18, 2023

116
PERFORMANCE DATA
Guanaco near our Cerro Verde
operation, Peru.
Freeport-McMoRan Inc. (FCX) is committed to As a result of methodology changes, corrections, or

communicating on our ESG performance regularly ongoing improvements to our data collection processes
and transparently. We have been reporting on our and quality, prior year data may be adjusted in future
sustainability performance since 2001. The data provided years. Non-financial data contained in this report have
herein reflect our historical performance for the past five not been prepared in conformity with U.S. GAAP and
years on key ESG topics. These data are intended to be a have not been audited. Our Scope 1, 2 and 3 emissions
companion to this 2022 Annual Report on Sustainability. data have been third-party verified in accordance with
ISO 14064 (Specifications 1 and 3) to a reasonable level of
Unless noted otherwise, environmental data cover all assurance. Data herein have been assured in accordance
of FCX’s material operating sites including the following with the International Standard on Assurance ISEA3000
locations: Atlantic Copper, Bagdad, Cerro Verde, Chino (revised). Historical results are not necessarily indicative
(including Cobre), Climax, El Abra, El Paso, Fort Madison, of future performance. All financial figures are quoted
Henderson, Kokkola, Miami, Morenci, PT Freeport in U.S. dollars, unless otherwise noted. Due to rounding,
Indonesia, Rotterdam, Safford (including Lone Star), Sierrita, some figures and percentages may not add up to the total
Stowmarket and Tyrone. Unless noted otherwise, workforce figure or 100%. Data presented cover our performance for
(except for health and safety data, which excludes the years ending on December 31st, which corresponds
divested and closed assets), communities and governance to our fiscal year.
information covers operating and non-operating sites,
exploration activities, projects and divested or closed Additional information about FCX is available on our
assets until the year of divestiture or closure. website. For details on our financial performance and
governance structure, please refer to our Annual Report
on Form 10-K for the year-ended December 31, 2022, filed
with the SEC, and available on our website.
HEALTH & SAFETY1

2018 2019 2020 2021 2022
Total Number of Recordable Events 454 505 413 457 590
% High-Risk 2
11% 11% 7% 7% 7%
Number of Workforce Fatalities3
Employees 1 1 1 0 0
Contract Employees 0 2 4 2 1
Total Workforce Fatalities 1 3 5 2 1
Total Recordable Incident Rate (TRIR)4
Employees 0.70 0.78 0.76 0.76 0.93
Contract Employees 0.71 0.61 0.56 0.62 0.60
Total Workforce TRIR 0.70 0.71 0.69 0.70 0.77
Fatality Rate5
Employees 0.002 0.002 0.003 0.000 0.000
Total Workforce Fatality Rate 0.002 0.004 0.008 0.003 0.001
Near Miss Frequency Rate (NMFR)6
Employees 1.64 1.72 1.27 1.15 1.03
Total Workforce NMFR 2.26 1.98 1.51 1.82 1.17
Lost Time Injury Frequency Rate (LTIR) 7
Employees 0.34 0.37 0.33 0.31 0.43

Total Workforce LTIR 0.34 0.33 0.30 0.31 0.37
1. Health and safety performance data include employees (full-time and part-time employees on a full-time equivalent basis) and contractors and exclude performance of divested and closed assets, unless otherwise noted. Rates are
calculated per 200,000 hours worked, except where indicated. Metrics within this table are calculated based on employee and contractor reporting of injuries, illness and near misses.
2. Our risk matrix defines "high risk" events as incidents that have the potential to result in permanent disabilities or fatalities.
3. Two other fatalities occurred onsite in 2022; which, as of April 20, 2023, have not yet been classified by MSHA as independent medical episodes or work-related. In FCX's 2022 Form 10-K published on February 15, 2023, FCX reported
three onsite fatalities in 2022. The third fatality has since been classified as an independent medical episode.
4. TRIR = ((Fatalities + Lost-time Incidents + Restricted-duty Incidents + Medical Treatment) x 200,000) / Total Hours Worked. TRIR is equivalent to MSHA All-Incidence Rate (AIR). TRIR presented here may differ from reported TRIR in
FCX's Form 10-K filings because data have been adjusted to exclude disposed assets for comparison purposes.
5. Fatality Rate = (Number of Fatalities x 200,000) / Total Hours Worked.
6. NMFR = (Number of Near Miss Events x 200,000) / Total Hours Worked. Anonymously reported near miss events are accounted for in the total rate only. Prior year data has been updated following review of our data collection process.
7. LTIR = (Number of Lost Time Injuries x 200,000) / Total Hours Worked.
118
WORKFORCE
2018 2019 2020 2021 2022
Number of Employees1 26,900 27,500 24,600 24,700 25,600
Number of Contractors1 39,900 42,200 35,300 43,900 48,900
Employees Covered Under Collective Labor Agreements (CLA)2
North America 0% 0% 0% 0% 0%
Indonesia 52% 51% 51% 49% 47%
South America 65% 65% 66% 66% 67%
Europe/Other1 72% 66% 67% 63% 60%
Global Employees Under CLA 33% 31% 32% 31% 30%
Employee Demographics3
Employees by Age Group
<30 Years 14% 14% 12% 12% 13%
30-50 Years 65% 64% 66% 65% 64%
>50 Years 21% 22% 22% 23% 23%
Employees by Nationality
Local Country National 99% 99% 99% 99% 99%
Expatriates/Third-Country Nationals 1% 1% 1% 1% 1%
North America Consolidated Demographic Info1,4
White 55% 55% 53% 52% 51%
Hispanic/Latino 38% 38% 40% 40% 41%
American Indian/Alaskan Native 4% 4% 4% 4% 4%
Asian 2% 2% 1% 1% 1%
Black or African American 2% 2% 1% 1% 2%
Native Hawaiian or Other Pacific Islander 0% 0% 0% 0% 0%
Two or more races 0% 0% 0% 1% 1%
Undisclosed 0% 0% 0% 0% 0%
PT-FI Demographic Info1
Indonesian Representation 98% 97% 97% 97% 97%
Indigenous Papuan Representation 41% 40% 40% 41% 41%
1. Prior year data has been updated following review of our data collection process.
2. Data include only employees covered under CLA; previously reported Indonesia data included employees who paid union dues regardless of union membership. In North America, our hourly employees continue to elect to work
directly with company management rather than through union representation using our Guiding Principles contract, which adds value to the workforce and the company.
3. Employee demographics are self-reported.
4. Reported consolidated North America diversity metrics relate to employees only and are in line with the categories set forth by U.S. Equal Employment Opportunity Commission. These metrics are based on employee data
as of year-end; however, employee data reported on the 2022 U.S. Employee Data EEO-1 table in this report are from dates of payroll from the period 12/1/2022 through 12/31/2022.
Note: Employee figures exclude contractors and are as of year-end, except where indicated.

WORKFORCE
2018 2019 2020 2021 2022
Employee Demographics 1
Women Employed by Location2

United States 18% 19% 18% 19% 20%
Indonesia 7% 7% 7% 8% 8%
Peru 7% 7% 6% 6% 6%
Chile 11% 12% 11% 14% 14%
Europe/Other 18% 18% 19% 17% 17%
Total Women Employed by Location 13% 13% 13% 13% 14%
Women Employed by Job Category
Board of Directors3 33.3% 33.3% 33.3% 36.4% 36.4%
Executive Management 14.8% 13.8% 19.4% 21.2% 22.2%
Management2 11.9% 12.4% 12.4% 12.1% 12.2%
Non-Management2 12.8% 13.3% 12.7% 13.6% 14.4%
Total Women by Job Category 12.7% 13.2% 12.6% 13.4% 14.2%
Talent Attraction and Retention3

New Employee Hires by Location
United States 2,365 1,910 849 1,934 2,338
Indonesia 32 38 23 21 35
Peru 459 474 194 135 267
Chile 54 30 18 53 207
Europe/Other 54 60 20 33 51
New Employee Hires - FCX Global 2,964 2,512 1,104 2,176 2,898
New Hires - Percentage Women 22% 21% 22% 22% 23%
3. Figures are as of year-end so many differ from those reported in our annual proxy statements which reflect director nominees as of the record date for our annual meeting of shareholders for the respective year. Following the
appointment of Kathleen L. Quirk to FCX’s Board of Directors in February 2023, we now have 41.7% women representation on our Board.
120
WORKFORCE
2018 2019 2020 2021 2022
Talent Attraction and Retention
Employee Turnover by Age Group1,2,3
<30 Years 14% 16% 22% 20% 20%
30-50 Years 5% 6% 9% 7% 6%
>50 Years 8% 11% 26% 12% 13%
Employee Turnover by Gender1,2,3
Men 6% 8% 13% 9% 9%
Women 9% 12% 22% 11% 12%
Employee Turnover by Region2,3
North America 10% 11% 20% 14% 14%
Indonesia 3% 4% 5% 7% 7%
South America 4% 4% 14% 3% 3%
Europe/Other 4% 24% 13% 7% 3%
Total Employee Turnover 7% 8% 15% 9% 9%
Voluntary Turnover Rate 4% 5% 9% 6% 7%

3. Turnover rates exclude seasonal, temporary hires and interns.
WORKFORCE
EEO-1 data presented here is limited to representational reporting in U.S. federally mandated job categories that differ across our global operations. The data in the table does not include our
approximately 13,200 employees who reside outside of the U.S, nor does this data include the approximately 48,900 contractors who comprise an integral part of our global workforce.
2022 U.S. EQUAL EMPLOYMENT OPPORTUNITY (EEO-1) DISCLOSURE

Race/Ethnicity
Hispanic or Not Hispanic or Latino
Latino Male Female
Native American Native American
Black or Hawaiian or Indian or Two or Black or Hawaiian or Indian or Two or
African Other Pacific Alaskan More African Other Pacific Alaskan More Overall
JOB CATEGORIES Male Female White American Islander Asian Native races White American Islander Asian Native races Total
Executive / Senior
Level Officials and 2 0 20 0 0 1 0 0 7 0 0 0 0 0 30
Managers
First / Mid-Level
425 50 852 10 3 21 11 1 147 4 0 2 1 1 1,528
Officials and Managers
Professionals 349 180 914 57 5 76 8 21 403 13 0 31 7 2 2,066
Technicians 175 60 161 3 1 1 8 5 89 2 0 3 5 2 515
Sales Workers 0 0 1 0 0 1 0 0 1 0 0 0 0 0 3
Administrative
15 117 23 3 0 1 0 0 124 10 0 3 6 4 306
Support Workers
Craft Workers 1,117 26 1,280 27 3 8 100 11 29 0 0 0 14 1 2,616
Operatives 1,935 385 1,715 56 12 11 219 38 445 1 4 1 130 10 4,962
Laborers and Helpers 68 15 29 2 0 0 9 1 7 0 0 0 7 0 138
Service Workers 44 92 38 1 0 0 0 1 53 1 0 0 8 2 240
2022 REPORT TOTAL 4,130 925 5,033 159 24 120 355 78 1,305 31 4 40 178 22 12,404
2021 Report Total 3,847 803 4,894 136 23 123 337 48 1,200 30 4 37 139 11 11,632
Note: This data has been collected on dates of payroll from the period 12/1/2022 through 12/31/2022.
122
COMMUNITIES
2018 2019 2020 2021 2022
Total Community Investments ($ millions) $155 $100 $108 $164 $177
Community Trust Funds 40% 29% 35% 47% 48%
Safety, Health & Environment 15% 21% 17% 16% 12%
Education & Training 12% 18% 12% 7% 8%
Economic Development & Infrastructure 15% 17% 15% 13% 13%
Other1 15% 14% 17% 14% 16%
Administration 3% 1% 4% 3% 3%
Community Grievances2,3
Community Grievances by Geography
United States4 106 87 59 94 81
Indonesia 76 60 53 60 59
Peru 15 9 10 4 6
Chile 37 29 17 10 15
Europe3 5 5 1 1 0
Total Community Grievances 239 190 140 169 161
Community Grievances by Type (%)
Community Engagement 8% 7% 11% 1% 1%
Community Investments 4% 12% 15% 12% 12%
Cultural Heritage 3% 5% 1% 2% 3%
Employment 2% 3% 4% 3% 8%
Environment 21% 17% 16% 15% 15%
Health & Safety 12% 12% 15% 14% 19%
Land Access 1% 2% 0% 1% 0%
Land Rights 9% 8% 10% 5% 3%
Livelihoods 1% 2% 1% 1% 2%
Local Sourcing 14% 6% 8% 8% 12%
Odor, Noise, Vibration 9% 4% 3% 8% 8%
Other5 11% 11% 11% 13% 10%
Property Damage 4% 9% 4% 16% 6%
Resettlement 0% 0% 1% 0% 0%
Security 1% 0% 0% 1% 0%
Workforce Behavior 0% 2% 0% 0% 1%
1. Includes arts, culture, mitigation, stakeholder engagement and employee programs such as Matching Gifts and United Way.
2. A "community grievance" is any self-reported issue/concern (perceived or actual) that an affected member or group of the communities within our area of direct or indirect operational impact and other stakeholders wants FCX or its
business partners to address and resolve. Grievances reported here are managed via our community grievance mechanism, tracked within our Incident Management System and were received either anonymously or with attribution
by community engagement team members through in-person engagements, in writing via physical drop boxes, or via local telephone hotlines. Grievances can relate to FCX's active mining operations, exploration projects, and
reclaimed or remediated sites.
4. Additionally, in 2018, we received 630 grievances related to a dust incident at our Sierrita operations in Arizona. These were captured as a single grievance in our system as they resulted from a single root cause. However, all
complaints were addressed with stakeholders.
5. Other includes obstruction of view, light disturbance, blight, housing and other grievances not listed above.
ECONOMIC VALUE CONTRIBUTED

($ MILLIONS) 2018 2019 2020 2021 2022
Direct Economic Contributions 1
$14,917 $13,697 $11,423 $15,564 $19,046
Cash Payments to Governments1,2,3 $2,666 $1,572 $1,108 $3,150 $5,551
Community Investments3 $155 $100 $108 $164 $177
1. For further information, please see the Economic Contributions section of this report and FCX’s 2022 Form 10-K.
2. Amounts presented reflect credits from prior years as applicable and do not reflect payments on assessments under dispute. Amounts differ from prior year reports to reflect credit for refunds due from governments that have been
applied against ongoing tax liabilities.
3. Cash payments to governments and community investments are subsets of direct economic contributions.
2022 SUMMARY OF KEY ECONOMIC CONTRIBUTIONS BY OPERATING REGION

($ MILLIONS) UNITED STATES1 INDONESIA PERU CHILE EUROPE/OTHER2 TOTAL
Payments to Suppliers $4,437 $1,809 $1,466 $588 $2,473 $10,773
Employee Wages & Benefits 1,594 431 402 110 89 2,626
Payments to Providers of Capital:
Dividends & Distributions 866 576 186 25 53 1,706
Interest 436 106 9 0 16 567
Payments to Governments3 47 2,108 927 114 1 3,197
Community Investments 43 122 7 4 1 177
Total Direct Economic Contributions $7,423 $5,152 $2,997 $841 $2,633 $19,046
Total Capital Expenditures4 $701 $2,381 $164 $140 $83 $3,469
1. Includes parent company results.
2. Represents costs by FCX's other business groups that are located outside of the countries where FCX conducts its primary operations.
3. Excludes employee payroll taxes, dividends, property taxes and certain other taxes, which are included in payments to suppliers and dividends. A reconciliation to the 2022 Cash Payments to Governments schedule can be found on
the Cash Payments to Governments table in this report.
4. Includes costs for capital projects, which includes additional payments to suppliers, employee wages and benefits, payments to providers of capital and payments to governments, not included in the table above.
Note: These amounts were derived primarily from FCX’s publicly reported segment data. For disclosure of FCX’s segment data in accordance with U.S. GAAP, see FCX’s 2022 Form 10-K pages 170–175.
2022 CASH PAYMENTS TO GOVERNMENTS1

($ MILLIONS) UNITED STATES INDONESIA PERU CHILE EUROPE/OTHER2 TOTAL
Corporate Income Taxes, Net of Refunds $9 $1,475 $835 $92 $1 $2,412
Withholding Taxes on Foreign Dividends 0 250 29 4 0 283
Employee Payroll Taxes3 466 93 84 12 30 685
Dividends 0 576 0 0 0 576
Royalties and Net Severance Taxes 38 383 63 18 0 502
Property Taxes 70 68 0 0 2 140
Other Taxes & Fees4 48 793 80 20 12 953
Total Cash Payments to Governments $631 $3,638 $1,091 $146 $45 $5,551
1. This schedule reflects a voluntary effort by FCX to capture its cash payments to governments (net of refunds). Amounts presented do not reflect payments on assessment under dispute. Amounts presented reflect credits from prior
years, as applicable. Jurisdictions listed primarily represent taxes and payments to governments at a project level, except for the U.S. where material country tax payments are levied at the entity level.
2. Represents cash payments to governments by FCX's other business groups that are located outside of the countries where FCX conducts its primary operations.
3. Includes payroll taxes collected on behalf of employees and paid to governments.
4. Includes customs and export duties, as well as withholding tax on foreign services.
124
2022 RECONCILIATION OF CASH PAYMENTS TO GOVERNMENTS

($ MILLIONS) UNITED STATES INDONESIA PERU CHILE EUROPE/OTHER TOTAL
Cash Payments to Governments $631 $3,638 $1,091 $146 $45 $5,551
Less:
Employee Payroll Taxes $466 $93 $84 $12 $30 $685
Property Taxes 70 68 - - 2 140
Dividends 0 576 - - 0 576
Other Taxes and Fees 48 793 80 20 12 953
Total Payments to Governments1 $47 $2,108 $927 $114 $1 $3,197
1. Employee payroll taxes, dividends, property taxes and certain other taxes are included in payments to suppliers, and dividends and distributions in the summary of key economic contributions by operating region table as that data is derived
primarily from FCX’s publicly reported segment data. Therefore, these taxes are excluded from cash payments to governments for purposes of reporting direct economic contributions on the Key Economic Contributions table in this report.
HUMAN RIGHTS
2018 2019 2020 2021 2022
Gross Human Rights Violations 1,2
0 0 0 0 2
1. There is no uniform definition under international law; however, FCX's ongoing data collection and review processes is guided by the United Nations Office of the High Commissioner report, “The Corporate Responsibility to Respect Human
Rights - An Interpretive Guide,” to identify such types of violations. In addition, FCX uses specific interpretation guidance for certain types of violations from various international organizations such as the ILO.
2. Information on the 2022 incidents at the Manyar smelter project near Surabaya, Indonesia that were determined by FCX to be gross human rights violations can be found on page 33 of this report.
BUSINESS ETHICS
2018 2019 2020 2021 2022
Principles of Business Conduct Training1 Completion Rate - FCX Global 100% 100% 58% 100% 100%
Principles of Business Conduct Training1 Completion Rate - Management Level 100% 100% 82% 100% 100%
Anti-Corruption Training1 Completion Rate 100% 100% 82% 100% 100%
Complaints Received:
FCX Compliance Line Reports2 257 285 270 205 372
1. Because of operational challenges as a result of the COVID-19 pandemic, our 2020 business ethics and anti-corruption training was voluntary for employees.
2. In 2022, the FCX Compliance Line received 107 duplicate, unsubstantiated reports, which largely contributed to the year over year increase.
PROCUREMENT SPEND DISTRIBUTION

($ MILLIONS) 2018 2019 2020 2021 2022
Local $3,261 $3,613 $2,980 $3,350 $4,077
National 5,312 5,643 4,804 5,489 8,218
Outside Home Country 3,011 2,856 2,570 2,969 2,988
Total Procurement Spend Distribution $11,584 $12,112 $10,354 $11,808 $15,284
% Local 28% 30% 29% 28% 27%
% National 46% 47% 46% 46% 54%
% Outside Home Country 26% 24% 25% 25% 19%
Number of Local Suppliers 3,984 3,902 3,631 3,145 3,376
2022 PROCUREMENT SPEND DISTRIBUTION BY SITE

SPEND ON GOODS SPEND ON SERVICES1 TOTAL
% OF % OF PROCUREMENT
($ MILLIONS) LOCAL TOTAL TOTAL LOCAL TOTAL TOTAL SPEND
North America
Bagdad $140 50% 279 $187 80% 235 $514
Chino/Cobre 69 44% 155 77 74% 104 259
Morenci 554 49% 1,129 375 46% 819 1,948
Safford/Lone Star 234 52% 447 79 71% 111 558
Sierrita 150 44% 342 140 74% 190 532
COPPER
Tyrone 40 46% 87 18 70% 26 113
MINING
South America
Cerro Verde 213 16% 1,305 246 28% 868 2,174
El Abra 51 13% 404 76 23% 334 738
Indonesia
PT-FI (Grasberg) 176 9% 1,860 272 16% 1,650 3,510
Total Copper Mining $1,626 27% $6,009 $1,470 34% $4,337 $10,346
North America
MOLYBDENUM Climax $47 68% 69 $43 48% 91 $160
MINING Henderson 21 54% 40 31 62% 51 90
Total Molybdenum Mining $68 63% $109 $75 53% $142 $250
North America
El Paso Refinery & Rod $13 26% 53 $67 51% 130 $183
SMELTING & Miami Smelter & Rod 46 49% 93 137 68% 202 295
REFINING Europe
Atlantic Copper Smelter & Refinery 10 1% 1,476 48 18% 264 1,740
Total Smelting & Refining $69 4% $1,622 $252 42% $596 $2,219
Other
Fort Madison Moly Special Products $15 55% 28 $17 72% 24 $52
Rotterdam 1 5% 10 4 18% 20 30
OTHER
Stowmarket 0 0% 19 0 5% 6 24
Corporate, Support & Administrative2 25 6% 433 456 24% 1,930 2,363
Total Other $16 28% $57 $21 43% $50 $107
Total - FCX Global $1,779 23% $7,797 $1,818 35% $5,124 $12,921
1. Amounts include items such as utilities and unapplied credits.

2. Includes $750M of spend on the Manyar smelter project and precious metals refinery project in Indonesia.
Note: For our North American and Chilean operations, local suppliers are identified as those located in the state/region where we have operations. For our European and Peruvian operations, local suppliers are identified as those located
in the city in which we operate. For PT-FI, local suppliers are identified as those in the cities/towns surrounding our operations. National suppliers are those located in the same country as the operation. Outside home country suppliers
are located in countries other than the operation.
126
GHG EMISSIONS
SCOPE 1 (CO2e METRIC TONS) 2018 2019 2020 2021 2022
North America
Bagdad 148,112 160,559 162,715 163,182 179,776
Chino/Cobre 167,047 148,576 53,111 100,331 87,190
Morenci 615,256 677,159 627,797 620,636 656,640
Safford/Lone Star 177,236 217,855 225,197 185,084 202,373
Sierrita 133,627 151,818 119,190 154,978 145,309
COPPER Tyrone 35,826 37,227 41,910 40,622 46,535
MINING South America
Cerro Verde 578,103 638,972 564,127 644,126 664,044
El Abra 133,703 141,452 80,540 61,937 84,379
Indonesia
PT-FI (Grasberg) 2,651,587 2,212,265 2,034,939 2,284,467 2,504,660
Total Copper Mining 4,640,498 4,385,885 3,909,526 4,255,365 4,570,905
North America
MOLYBDENUM Climax 41,950 51,414 34,558 29,591 57,480
MINING Henderson 18,860 19,966 17,232 17,817 17,159
Total Molybdenum Mining 60,810 71,380 51,790 47,408 74,639
North America
Bayway Rod & Wire1 1,116 916 - - -
El Paso Refinery & Rod 60,473 71,105 85,613 100,043 110,204
Miami Smelter & Rod 99,752 93,840 98,602 93,234 97,114
SMELTING &
Norwich Rod1 18,463 17,735 - - -
REFINING
Europe
Atlantic Copper Smelter & Refinery 57,767 59,299 60,149 53,427 47,266
Kokkola Cobalt Refinery1 4,693 4,277 3,184 - -
Total Smelting & Refining 242,263 247,172 247,549 246,704 254,584
Other
Fort Madison Moly Special Products 14,111 16,709 17,107 16,610 19,856
OTHER Rotterdam 6,925 8,404 8,238 9,365 7,752
Stowmarket 113 119 88 107 86
Total Other 21,149 25,232 25,433 26,082 27,694
Scope 1 Total - FCX Global 4,964,720 4,729,669 4,234,298 4,575,559 4,927,823
1. In 2020, FCX closed and decommissioned its Bayway rod & wire and Norwich rod facilities, and in September 2021, FCX completed the sale of its remaining cobalt business based in Kokkola, Finland.
Note: GHG emissions data have been prepared in accordance with the GHG Protocol. FCX reports GHG emissions on a 100% operational basis. FCX's GHG emissions verification statement is available on the Sustainability section of
FCX's website.
GHG EMISSIONS
SCOPE 2 (CO2e METRIC TONS) 2018 2019 2020 2021 2022
North America
Bagdad 254,016 231,111 239,608 160,233 159,923
Chino/Cobre 228,615 226,323 100,720 130,793 145,538
Morenci 985,533 970,178 949,081 763,267 815,734
Sierrita 389,041 352,222 408,617 356,594 331,758
COPPER Tyrone 100,009 106,392 80,071 91,194 91,193
Cerro Verde 264,778 275,539 231,339 315,557 405,710
El Abra 259,703 238,720 224,033 222,730 189,561
Indonesia
PT-FI (Grasberg)2 0 0 0 0 0
Total Copper Mining 2,570,413 2,498,737 2,372,098 2,197,166 2,295,947
North America
MOLYBDENUM Climax 98,909 96,278 66,231 62,348 74,891
MINING Henderson 105,672 110,116 103,584 87,557 86,794
North America
Bayway Rod & Wire1 764 773 - - -
SMELTING &
Norwich Rod1 5,449 4,907 - - -
REFINING
Europe
Atlantic Copper Smelter & Refinery3 119,098 86,745 65,954 59,244 42,169
Kokkola Cobalt Refinery1 21,840 22,513 6,675 - -
Other
Fort Madison Moly Special Products 21,088 22,136 15,698 8,606 11,146
OTHER Rotterdam3 0 0 0 0 0
Stowmarket 508 447 286 315 300
Total Other 21,596 22,584 15,984 8,921 11,446
Scope 2 Total - FCX Global
2
3,197,643 3,059,859 2,856,131 2,614,155 2,757,463
1. In 2020, FCX closed and decommissioned its Bayway Rod & Wire and Norwich Rod facilities, and in September 2021, FCX completed the sale of its remaining cobalt business based in Kokkola, Finland.
2. Scope 2 emissions have been calculated using a market-based method, where available. The market-based calculation of Scope 2 emissions utilizes emission factors that are available at the time of inventory close. Emission factors are
determined by each market according to their reporting schedule. Therefore, certain emission factors used in market-based calculations may be up to one year in arrears due to lag time. As required by the WRI/WBCSD Greenhouse Gas
Protocol (GHG Protocol), FCX’s location-based 2023 Scope 2 emissions are reported on the "Dual Reporting” tab. PT-FI generates its own electricity. As a result, there are no Scope 2 emissions associated with PT-FI operations.
3. At our Rotterdam processing facility, we purchase renewable energy certificates (RECs) for all electricity. Since 2020, at our Atlantic Copper smelter & refinery, we have purchased RECs for a portion of our electricity.
Note: GHG emissions data have been prepared in accordance with the GHG Protocol. FCX reports GHG emissions on a 100% operational basis. FCX's GHG emissions verification statement is available on the Sustainability section of FCX's website.

128
GHG EMISSIONS
SCOPE 1 + 2¹ (CO2e METRIC TONS) 2018 2019 2020 2021 2022
Copper Mining 7,210,910 6,884,622 6,281,624 6,452,531 6,866,853
Molybdenum Mining 265,391 277,775 221,605 197,314 236,324
Smelting & Refining 643,317 579,316 545,782 504,866 542,969
Other 42,745 47,816 41,417 35,003 39,140
Scope 1 + 21 Total - FCX Global 8,162,363 7,789,529 7,090,429 7,189,714 7,685,286
SCOPE 3 (CO2e METRIC TONS)

Scope 3 Total - FCX Global 750,332 692,336 1,729,251 5,179,522 5,365,440
1. Scope 2 emissions have been calculated using a market-based method, where available. The market-based calculation of Scope 2 emissions utilizes emission factors that are available at the time of inventory close. Emission
factors are determined by each market according to their reporting schedule. Therefore, certain emission factors used in market-based calculations may be up to one year in arrears due to lag time. As required by the WRI/WBCSD
Greenhouse Gas Protocol (GHG Protocol), FCX’s location-based 2023 Scope 2 emissions are reported on the "Dual Reporting” tab. PT-FI generates its own electricity. As a result, there are no Scope 2 emissions associated with PT-FI
operations.
FCX's website.
2030 GHG EMISSIONS INTENSITY REDUCTION TARGETS1

Baseline Target Year
(CO2e METRIC TONS / METRIC TONS CU) Year 2018 2019 2020 2021 2022 2030
Intensity Reduction Targets¹
Americas Copper2 - 15% intensity reduction 3.72 3.70 3.81 3.59 3.63 3.17
PT-FI (Grasberg)3 - 30% intensity reduction 4.76 7.73 5.40 3.71 3.52 3.34
Absolute Reduction Targets4
Atlantic Copper Smelter & Refinery - 50% absolute reduction 176,865 146,044 126,103 112,671 89,435 88,432
Primary Molybdenum Sites5 - 35% absolute reduction 308,136 325,591 263,023 232,317 275,464 200,288
1. Intensity reduction targets (CO2e metric tons / metric ton copper) include total (Scope 1 and 2) emissions and do not include by-products in the denominator. Baseline and target are calculated and therefore may differ due to rounding.
2. Americas Copper (for target) includes Bagdad, Cerro Verde, Chino (including Cobre), El Abra, Morenci, Safford (including Lone Star), Sierrita and Tyrone mines as well as the Miami smelter and El Paso refinery. This target includes all
payable copper, including payable copper in concentrate and cathode, but excludes rod and wire; GHG emissions associated with the production of by-product molybdenum are also included.
3. Our PT-FI intensity reduction target is based on payable copper produced in concentrate; PT-FI does not currently smelt or refine its concentrates. The majority of PT-FI concentrate is currently smelted and refined by PT Smelting
(PTS) and other smelters whose emissions are accounted for as our Scope 3 emissions and therefore not included in this target. Upon completion of the PTS expansion after which PT-FI expects to have majority ownership and the
construction of the Manyar smelter project in Gresik, GHG emissions for smelting and refining are expected to shift from Scope 3 to Scopes 1 and/or 2, and we will adjust our target and baseline in line with the GHG Protocol at such time.
4. Absolute targets include total (Scope 1 and 2) emissions.
5. Primary Molybdenum Sites include Climax and Henderson mines located in Colorado, U.S., and downstream molybdenum processing facilities located in the U.S., U.K. and the Netherlands (Fort Madison, Stowmarket and Rotterdam,
respectively).
2022 GHG EMISSIONS - SCOPE 2 DUAL REPORTING

SCOPE 2 (CO2e METRIC TONS) Location-Based1 Market-Based2
North America
Bagdad 171,875 159,923
Chino/Cobre 176,394 145,538
Morenci 771,091 815,734
Safford/Lone Star 147,994 156,530
Sierrita 211,029 331,758
COPPER Tyrone 110,453 91,193
Cerro Verde 626,393 405,710
El Abra 189,561 189,561
Indonesia
PT-FI (Grasberg)3 0 0
Total Copper Mining 2,404,791 2,295,947
North America
MOLYBDENUM Climax 88,436 74,891
MINING Henderson 102,492 86,794
Total Molybdenum Mining 190,928 161,685
North America
El Paso Refinery & Rod 31,065 18,670
SMELTING & Miami Smelter & Rod 168,738 227,545
REFINING Europe
Atlantic Copper Smelter & Refinery 69,379 42,169
Total Smelting & Refining 269,183 288,384
Other
Fort Madison Moly Special Products 11,146 11,146
OTHER Rotterdam 5,058 0
Stowmarket 300 300
Total Other 16,503 11,446
Scope 1 Total - FCX Global 2,881,405 2,757,463
1. Location-based emission factors are sourced from publicly available regulatory or similar reports from regions where FCX operates.
2. Market-based emission factors were not applicable or available for certain markets were we operate, and therefore, location-based emission factors have been used in accordance with GHG Protocol - Scope 2 Guidance. The market-
based calculation of Scope 2 emissions utilizes emission factors that are available at the time of inventory close. Emission factors are determined by each market according to their reporting schedule. Therefore, certain emission
factors used in market-based calculations may be up to one year in arrears due to lag time.
3. PT-FI generates its own electricity. As a result, there are no Scope 2 emissions associated with PT-FI operations.
FCX's website.
130
SCOPE 3 EMISSIONS INVENTORY DEVELOPMENT

(CO2e METRIC TONS)
INVENTORY REVIEW
Estimated FY 2020 Emissions Estimated FY 2021 Emissions Estimated FY 2022 Emissions
As of 2020 As of 2021 As of 2022 Annual
Climate Report Climate Report Report on Sustainability
Upstream1
Category 1: Purchased goods and services 323,012 2,849,703 2,849,703
Category 2: Capital goods To be calculated Included above Included above
Category 3: Fuel and energy-related activities 225,358 551,616 551,616
Category 4: Upstream transportation and distribution To be calculated 426,360 426,360
Category 5: Waste generated in operations Minor Impact 8,665 8,665
Category 6: Business travel 1,684 1,315 4,667
Category 7: Employee commuting Minor Impact 14,485 14,485
Category 8: Upstream leased assets Not applicable Not applicable Not applicable
Downstream
Category 9: Downstream transportation and distribution 336,159 442,010 399,201
Category 10: Processing of sold products 843,038 885,367 1,110,743
Category 11: Use of sold products Minor Impact Minor Impact Minor Impact
Category 12: End-of-life treatment of sold products Minor Impact Minor Impact Minor Impact
Category 13: Downstream leased assets Not applicable Not applicable Not applicable
Category 14: Franchises Not applicable Not applicable Not applicable
Category 15: Investments Not applicable Not applicable Not applicable
Total Scope 3 Emissions 1,729,251 5,179,522 5,365,440
1. Categories 1 to 8 (excluding Category 6 ) are based on spend data from the 2021 Climate Report, published in September 2022. We plan to update the totals for these categories in the future. Categories 6, 9 and 10 are based on
industry and supplier specific emission factors and activity data from 2022.
Note: GHG emissions data have been prepared in accordance with the GHG Protocol, and we have expanded our Scope 3 emissions calculations to include additional categories. A majority of Category 1 emissions data were calculated
using environmentally extended input-output (EEIO) analysis, using purchasing data and the U.S. Environmental Protection Agency's emission factors. Emissions estimates for Category 1 and Category 3 have been updated to include
emissions associated with lime, chemicals, reagents, tires, explosives, and all remaining mining supplies and emissions associated with extraction, refining and transportation of raw fuels sourced to FCX sites and third parties used in the
generation of electricity (natural gas, gasoline, coal, and other fuels) prior to combustion, respectively. FCX reports GHG emissions on a 100% operational basis. FCX's GHG emissions verification statement is available on the Sustainability
section of FCX's website.
SCOPE 3 CALCULATION METHODOLOGY

Scope 3 estimates by nature are imprecise; they are generated by other companies As described by the GHG Protocol Corporate Value Chain (Scope 3) Standard
in often complex supply chains. To estimate these emissions (with exception of Guidance, “EEIO models are derived by allocating national GHG emissions to
Categories 9 & 10), FCX uses a hybrid financial spend-based method for goods, groups of finished products based on economic flows between industry sectors.”
services and other Scope 3 activities. This method uses best available emission Spend data for specific categories are mapped to corresponding industry sectors
factors – process-based Life Cycle Assessment (LCA) factors for inputs where and then multiplied by cradle-to-gate emission factors for the sector to provide
the relationship between spend and materials are easily understood (e.g., copper estimated carbon emissions. As a result of this approach, while these emission
concentrate or sulfuric acid) and environmentally extended input-output (EEIO) factors are indicative in nature, the results could significantly over (or in some cases
emission factors for financial spend that is more difficult to model. This method was under) estimate emissions. However, they provide a first estimate which can be
employed for the following Scope 3 categories: complemented over time with process-based LCA emission factors or actual data
provided by suppliers.
1. Category 1: Purchased goods and services
(including Category 2: Capital Goods); For copper purchases (e.g., cathode, concentrate and scrap), rather than EEIO
2. Category 3: Fuel- and energy-related activities; factors, we assigned an LCA based emission factor from third-party databases. This
supports a higher quality dataset for what makes up approximately 20% or more of
3. Category 4: Upstream transportation;
Category 1 emissions. Most of this sub-set is incurred by Atlantic Copper, which, as
4. Category 5: Waste generated in operations; and noted previously, purchases around 70% of its copper concentrates externally.
5. Category 7: Employee commuting
AIR EMISSIONS
(THOUSAND METRIC TONS) 2018 2019 2020 2021 2022
CO, carbon monoxide 1
109.7 117.6 98.2 96.1 38.4
NOX (excluding N2O), oxides of nitrogen 41.5 47.9 39.9 47.5 49.7
SOX , oxides of sulfur 12.2 7.2 7.3 7.0 6.9
PM10, particulate matter 17.3 14.2 13.1 13.0 14.6
Hg, mercury 0.0001 0.0001 0.0001 0.0001 0.0002
Pb, lead 0.03 0.02 0.02 0.01 0.01
VOCs, non-methane volatile organic compounds 1
9.4 10.1 8.3 8.5 4.2
Ozone Depleting Substances, CFC-11 equivalent 0.00008 0.00002 0.00002 0.00002 0.00001
1. Reduced CO and VOC emissions in 2022 are largely attributable to updating haul truck engine emission factors to EPA Tier 1 standards emission factors, which better reflect the average age of FCX’s haul truck fleet.
ENERGY CONSUMPTION - FCX GLOBAL

TOTAL ENERGY (TERAJOULES) 2018 2019 2020 2021 2022
Copper Mining 86,537 83,268 75,699 81,148 86,319
Molybdenum Mining 2,236 2,463 2,012 1,893 2,333
Smelting & Refining 8,089 7,863 7,840 7,493 7,705
Other 640 721 698 677 715
Total - FCX Global 97,502 94,315 86,249 91,212 97,072
132
ENERGY CONSUMPTION BY SITE

DIRECT ENERGY (TERAJOULES) 2018 2019 2020 2021 2022
North America
Bagdad 1,873 2,031 2,077 2,024 2,235
Chino/Cobre 2,131 1,803 706 1,474 1,108
Morenci 7,938 8,749 8,088 7,975 8,295
Sierrita 1,699 1,924 1,513 1,955 1,850
COPPER Tyrone 443 456 515 502 571
Cerro Verde 7,193 7,946 7,093 7,981 8,339
El Abra1 1,676 1,767 1,031 757 1,031
Indonesia
PT-FI (Grasberg) 31,357 26,066 24,217 26,422 28,854
Total Copper Mining 55,572 52,409 47,248 51,334 54,774
North America
MOLYBDENUM Climax 584 694 497 424 779
MINING Henderson 319 324 325 333 319
Total Molybdenum Mining 903 1,018 822 757 1,098
North America
Bayway Rod & Wire 22 18 - - -
SMELTING &
Norwich Rod 366 351 - - -
REFINING
Europe
Atlantic Copper Smelter & Refinery 846 874 895 800 725
Kokkola Cobalt Refinery 78 71 53 - -
Other
Fort Madison Moly Special Products 276 325 339 327 393
OTHER Rotterdam 137 164 163 185 153
Stowmarket 2 2 1 2 1
Total Other 415 491 503 514 547
Direct Energy Total - FCX Global 61,318 58,436 53,127 57,177 61,197
1. El Abra has a regenerative downhill conveyor system that is 20km in length that generates approximately 31 TJ of electricity for use on site as it transports material for processing. This was included in Direct Energy in 2018-2020 but
has not been included in 2021 or 2022 to align with the GRI definition of total energy consumption.
Note: In 2020, FCX closed and decommissioned its Bayway rod & wire and Norwich rod facilities, and in September 2021, FCX completed the sale of its remaining cobalt business based in Kokkola, Finland.
ENERGY CONSUMPTION BY SITE

INDIRECT ENERGY (TERAJOULES) 2018 2019 2020 2021 2022
North America
Bagdad 2,072 2,080 2,088 1,853 1,871
Chino/Cobre 1,724 1,641 886 1,068 1,225
Morenci 8,608 8,521 8,251 7,844 8,393
Safford/Lone Star 775 863 1,203 1,611 1,611
Sierrita 2,067 1,996 2,315 2,179 2,297
COPPER Tyrone 755 771 715 750 767
Cerro Verde 12,731 12,868 11,005 12,458 13,111
El Abra1 2,233 2,119 1,988 2,052 2,270
Indonesia
PT-FI (Grasberg)2 0 0 0 0 0
Total Copper Mining 30,965 30,859 28,451 29,814 31,545
North America
MOLYBDENUM Climax 644 674 464 473 572
MINING Henderson 689 771 726 664 663
North America
Bayway Rod & Wire 12 12 - - -
El Paso Refinery & Rod 278 191 269 240 286
SMELTING & Norwich Rod 85 76 - - -
REFINING
Europe
Atlantic Copper Smelter & Refinery 1,046 1,007 1,032 1,016 804
Kokkola Cobalt Refinery 321 331 98 - -
Other
Fort Madison Moly Special Products 155 163 145 111 114
OTHER Rotterdam 64 61 46 47 49
Stowmarket 6 6 4 5 5
Total Other 225 230 195 163 168
Indirect Energy Total - FCX Global 36,182 35,881 33,125 34,035 35,875
1. El Abra has a regenerative downhill conveyor system that is 20km in length that generates approximately 31 TJ of electricity for use on site as it transports material for processing. This was included in Direct Energy in 2018-2020 but has not
been included in 2021 or 2022 to align with the GRI definition of total energy consumption.
2. PT-FI generates its own electricity; as a result, there are no indirect energy entries in this table.
Note: In 2020, FCX closed and decommissioned its Bayway rod & wire and Norwich rod facilities, and in September 2021, FCX completed the sale of its remaining cobalt business based in Kokkola, Finland.
134
2022 ENERGY CONSUMPTION BY TYPE

DIRECT ENERGY INDIRECT ENERGY TOTAL ENERGY
%
(TERAJOULES, EXCEPT PERCENTAGES) RENEWABLE NONRENEWABLE TOTAL RENEWABLE NONRENEWABLE TOTAL RENEWABLE NONRENEWABLE TOTAL RENEWABLE
North America
Bagdad 0 2,235 2,235 450 1,421 1,871 450 3,655 4,105 11%
Chino/Cobre 0 1,108 1,108 73 1,152 1,225 73 2,260 2,333 3%
Morenci 0 8,295 8,295 992 7,401 8,393 992 15,697 16,689 6%
Safford/Lone Star 0 2,491 2,491 191 1,420 1,611 191 3,911 4,102 5%
Sierrita 0 1,850 1,850 128 2,169 2,297 128 4,019 4,147 3%
COPPER
Tyrone 0 571 571 46 721 767 46 1,292 1,338 3%
MINING
South America
Cerro Verde 416 7,924 8,340 9,516 3,595 13,111 9,931 11,519 21,450 46%
El Abra 0 1,031 1,031 1,249 1,022 2,271 1,249 2,052 3,301 38%
Indonesia
PT-FI (Grasberg) 129 28,725 28,854 0 0 129 28,725 28,854 0%
Total Copper Mining 545 54,230 54,775 12,645 18,901 31,546 13,189 73,130 86,319 15%
North America
MOLYBDENUM Climax 0 779 779 223 349 572 223 1,128 1,351 17%
MINING Henderson 11 307 318 259 404 663 270 711 981 28%
Total Molybdenum Mining 11 1,086 1,097 482 753 1,235 493 1,839 2,332 21%
North America
El Paso Refinery & Rod 0 2,184 2,184 8 278 286 8 2,462 2,470 0%
Miami Smelter & Rod 0 1,869 1,869 290 1,547 1,837 290 3,416 3,706 8%
SMELTING &
REFINING Europe
Atlantic Copper
0 725 725 363 441 804 363 1,167 1,530 24%
Smelter & Refinery
Total Smelting & Refining 0 4,778 4,778 661 2,266 2,927 661 7,045 7,706 9%
Other
Fort Madison Moly
0 393 393 65 49 114 65 442 507 13%
Special Products
OTHER
Rotterdam 0 153 153 49 0 49 49 153 202 24%
Stowmarket 0 1 1 2 3 5 2 5 7 29%
Total Other 0 547 547 116 52 168 116 600 716 16%
Total - FCX Global 556 60,641 61,197 13,904 21,972 35,876 14,459 82,614 97,072 15%
2022 INDIRECT ENERGY CONSUMED BY SOURCE

GEOTHER- OTHER COAL/
(TERAJOULES) MAL SOLAR WIND NUCLEAR HYDRO BIOMASS FOSSIL GAS OIL COKE OTHER
North America
Bagdad 59.2 104.5 90.5 327.3 189.2 6.9 0.0 814.7 278.6 0.0 0.0
Chino/Cobre 13.5 23.8 20.7 74.7 13.5 1.6 0.0 1,013.1 63.6 0.4 0.0
Morenci 183.2 323.4 280.3 1,013.2 183.2 21.6 0.0 5,525.9 862.3 0.0 0.0
Safford/Lone Star 35.3 62.2 53.9 194.9 35.3 4.1 0.0 1,059.4 165.8 0.0 0.0
Sierrita 0.0 98.8 29.2 0.0 0.0 0.0 0.0 1,114.1 855.2 0.0 199.8
COPPER Tyrone 8.5 15.0 13.0 47.1 8.5 1.0 0.0 633.5 40.1 0.0 0.0
MINING
South America
Cerro Verde 0.0 81.3 61.6 0.0 9,375.4 18.4 0.0 3,423.2 44.6 106.2 0.0
El Abra 22.7 385.9 249.7 0.0 544.9 45.4 22.7 431.3 522.2 45.4 0.0
Indonesia
PT-FI (Grasberg)1 - - - - - - - - - - -
Total Copper Mining 322.4 1,094.9 798.9 1,657.2 10,349.9 99.0 22.7 14,015.3 2,832.3 152.0 199.8
North America
MOLYBDENUM Climax 0.0 28.6 194.5 0.0 0.0 0.0 0.0 165.9 183.0 0.0 0.0
MINING Henderson 0.0 33.1 225.4 0.0 0.0 0.0 0.0 192.2 212.1 0.0 0.0
Total Molybdenum Mining 0.0 61.7 419.9 0.0 0.0 0.0 0.0 358.1 395.2 0.0 0.0
North America
El Paso Refinery & Rod 0.0 7.7 0.0 125.0 0.0 0.0 0.0 121.0 0.0 0.0 32.3
Miami Smelter & Rod 57.1 169.5 12.5 302.5 44.6 6.1 0.0 777.1 398.0 0.0 69.2
SMELTING &
Europe
REFINING
Atlantic Copper Smelter
0.0 12.9 276.6 186.6 15.3 57.9 41.8 155.2 30.6 8.0 19.3
& Refinery2
Total Smelting & Refining 57.1 190.1 289.1 614.0 59.9 64.0 41.8 1,053.3 428.6 8.0 120.9
Other
Fort Madison Moly
0.0 0.3 62.9 0.0 1.6 0.3 0.0 10.9 37.6 0.2 0.0
Special Products
OTHER Rotterdam2 0.0 0.0 0.0 0.0 0.0 49.5 0.0 0.0 0.0 0.0 0.0
Stowmarket 0.0 0.1 1.2 0.4 0.1 0.2 0.0 2.7 0.2 0.0 0.2
Total Other 0.0 0.4 64.1 0.4 1.7 50.0 0.0 13.6 37.8 0.2 0.2
Total - FCX Global 379.5 1,347.2 1,571.9 2,271.6 10,411.5 213.0 64.5 15,440.3 3,693.9 160.3 320.9
1. PT-FI generates its own electricity; as a result, there are no indirect energy entries in this table.
2. At our Rotterdam processing facility, we purchase renewable energy certificates for all electricity. Since 2020, at our Atlantic Copper smelter & refinery, we have purchased RECs for a portion of our electricity.
136
2022 DIRECT ENERGY CONSUMED BY SOURCE

COAL/ B5 B20 B30 NATURAL PROPANE AVIATION USED
(TERAJOULES) COKE DIESEL BIODIESEL BIODIESEL BIODIESEL GASOLINE GAS /LPG FUEL OIL OTHER
North America
Bagdad 0.0 2,115.4 0.0 0.0 0.0 31.5 86.8 1.1 0.0 0.0 0.0
Chino/Cobre 0.0 953.6 0.0 0.0 0.0 26.8 124.5 3.4 0.0 0.0 0.0
Morenci 0.0 7,386.8 0.0 0.0 0.0 192.2 715.2 1.3 0.0 0.0 0.0
Safford/Lone Star 0.0 2,411.7 0.0 0.0 0.0 59.6 0.0 19.9 0.0 0.0 0.0
Sierrita 0.0 1,636.5 0.0 0.0 0.0 38.4 168.7 6.7 0.0 0.0 0.0
COPPER Tyrone 0.0 530.1 0.0 0.9 0.0 16.4 21.2 2.5 0.0 0.0 0.0
Cerro Verde 0.0 0.0 8,314.3 0.0 0.0 25.0 0.0 0.0 0.0 0.0 0.0
El Abra1 0.0 1,011.7 0.0 0.0 0.0 14.6 0.0 4.5 0.0 0.0 39.1
Indonesia
PT-FI (Grasberg) 17,602.2 10,406.2 0.0 0.0 429.6 31.4 0.0 0.0 226.6 158.1 0.0
Total Copper Mining 17,602.2 26,452.0 8,314.3 0.9 429.6 435.9 1,116.4 39.4 226.6 158.1 39.1
North America
MOLYBDENUM Climax 0.0 567.2 0.0 0.0 0.0 10.5 200.6 1.0 0.0 0.0 0.0
MINING Henderson 0.0 13.7 0.0 0.0 38.2 4.1 260.6 1.9 0.0 0.0 0.0
Total Molybdenum Mining 0.0 580.9 0.0 0.0 38.2 14.6 461.2 2.9 0.0 0.0 0.0
North America
El Paso Refinery & Rod 0.0 5.5 0.0 0.0 0.0 0.3 2,168.3 9.5 0.0 0.0 0.0
Miami Smelter & Rod 0.0 51.4 0.0 0.0 0.0 12.0 1,802.7 2.7 0.0 0.0 0.0
SMELTING &
Europe
REFINING
Atlantic Copper Smelter
42.0 174.1 0.0 0.0 0.0 0.0 509.1 0.0 0.0 0.0 0.0
& Refinery
Total Smelting & Refining 42.0 231.0 0.0 0.0 0.0 12.3 4,480.1 12.2 0.0 0.0 0.0
Other
Fort Madison Moly
0.0 0.3 0.0 0.0 0.0 0.1 390.5 1.8 0.0 0.0 0.0
Special Products
OTHER Rotterdam 0.0 0.2 0.0 0.0 0.0 0.0 153.2 0.0 0.0 0.0 0.0
Stowmarket 0.0 0.8 0.0 0.0 0.0 0.0 0.5 0.0 0.0 0.0 0.0
Total Other 0.0 1.3 0.0 0.0 0.0 0.1 544.2 1.8 0.0 0.0 0.0
Total - FCX Global 17,644.2 27,265.2 8,314.3 0.9 467.8 462.9 6,601.9 56.3 226.6 158.1 39.1
1. El Abra has a regenerative downhill conveyor system that is 20km in length that generates electricity for use on site as it transports material for processing.
WATER UTILIZATION - FCX GLOBAL

Groundwater 111,723 99,323 96,749 112,828 102,636
Surface Water 68,177 60,475 49,788 56,352 67,182
Sea Water 46,844 48,578 49,218 43,020 34,719
Stormwater 52,750 57,153 41,983 53,023 54,475
Third-party Sources 31,127 37,034 23,561 31,582 32,669
Total New Water Withdrawn 1
310,620 302,564 261,299 296,805 291,682
Total Water Recycled/Reused 1,377,971 1,408,513 1,231,053 1,325,184 1,526,886
Total Utilized Water (Withdrawn + Recycled/Reused) 1,688,591 1,711,077 1,492,352 1,621,989 1,818,568
Total Water Discharged 3
106,183 95,885 101,963 106,127 97,347
Water Recycle/Reuse Rate 2
82% 82% 82% 82% 84%
Water Use Efficiency Rate4 87% 87% 89% 87% 89%
1. New water withdrawal includes new water that is received or extracted by operation and used for the first time. New water withdrawals include high quality freshwater and lower quality water and are categorized by type:
groundwater, surface water, stormwater, sea water or third-party water. Water withdrawals exclude water diverted away from operational areas without use.
3. Water discharged is water removed from an operation and returned to the environment or a third party after meeting all required treatment and discharge standards.
138
2022 WATER QUALITY - FCX GLOBAL

(THOUSAND CUBIC METERS) HIGH QUALITY 1 LOW QUALITY 1 TOTAL
Water Withdrawals
Groundwater 87,126 15,510 102,636
Surface Water 67,182 0 67,182
Sea Water 0 34,719 34,719
Stormwater 50,863 3,612 54,475
Third-party Sources 32,206 463 32,669
Total New Water Withdrawn2 237,377 54,305 291,682
Water Discharged Off-site3
To Surface 12,207 20 12,227
To Sea, Ocean, or Estuary 4
14,182 70,927 85,108
To Third-party 0 11 11
Total Water Discharged Off-site 26,389 70,958 97,347
Water Consumption 5
Total Water Consumption 197,983

Change in Water Storage Volume -3,647
Total Water Recycled/Reused 1,526,886

Total Utilized Water (Withdrawn + Recycled/Recycled) 1,818,568
Water Recycle/Reuse Rate 6
84%
Water Use Efficiency Rate7 89%
1. Per ICMM guidance, we differentiate the quality of water withdrawn and discharged into high quality and low quality. ICMM high quality is equivalent to freshwater as defined by the International Financial Reporting Standards (IFRS)
Foundation’s SASB Standards. See table below for more information.
2. New water withdrawal includes new water that is received or extracted by operation and used for the first time. This includes high quality freshwater and lower quality water and are categorized by type: groundwater, surface water,
stormwater, sea water or third-party water. Water withdrawals exclude water diverted away from operational areas without use.
3. Approximately 36% of water quantities discharged were associated with our Atlantic Copper Smelter where estuarine water is used for cooling and then returned to its source, 51% associated with PT-FI’s controlled riverine tailings
management system, and the remaining 12% is associated with our Climax and Henderson mines in Colorado.
4. Per ICMM guidelines, low quality discharged water to sea, ocean, or estuary is categorized as such due primarily to (a) the estuarine source water used at Atlantic Copper, which is already low quality due to salinity, and (b) the
discharged water associated with the function of PT-FI’s controlled riverine Tailings system, which contains alkaline pH.
5. Water consumption = Total water withdrawn - discharged water - change in water storage volume.
6. Water recycle/reuse rate = total water reused + recycled / total water utilized.
7. Water use efficiency rate = total water reused + recycled / (total water utilization – discharged water).
ICMM WATER QUALITY CATEGORIES

Category 1
High Quality High-quality water that may require minimal and inexpensive treatment to raise quality to appropriate drinking water standard (e.g., near potable water quality).
(Freshwater 1) Category 2
Medium-quality water that would require a moderate level of treatment to meet appropriate drinking water standard (e.g., agricultural use).
Category 3
Low Quality
Low-quality water that would require significant treatment to raise quality to appropriate drinking water standards (e.g., industrial and wastewater).
1. High quality water, as defined by ICMM, is equivalent to Fresh Water as defined by the IFRS Foundation’s SASB Standards.
WATER UTILIZATION BY REGION

Groundwater 67,564 67,589 65,922 71,089 60,754
Surface Water 22,769 20,795 16,245 18,857 27,240
Sea Water 0 0 0 0 0
Stormwater 12,252 16,218 8,945 18,575 20,980
North Total Water Recycled/Reused 654,547 685,170 613,440 574,321 711,682
America Total Utilized Water (Withdrawn + Recycled/Reused) 758,689 798,245 708,092 684,896 823,035
Total Water Discharged3 0 0 0 191 0
Change in Water Storage Volume -1,852 -872 -5,383 6,105 -1,387
Water Recycle/Reuse Rate (%) 2
86% 86% 87% 84% 86%
Water Use Efficiency (%) 4
86% 86% 87% 84% 86%
COPPER
MINING 2018 2019 2020 2021 2022
Groundwater 6,367 6,902 5,945 6,066 6,589
Surface Water 34,237 26,483 24,360 29,279 31,202
Sea Water 0 0 0 0 0
Stormwater 432 779 1,496 208 577
South Total Water Recycled/Reused 543,855 575,891 495,863 595,596 644,344
America
Total Utilized Water (Withdrawn + Recycled/Reused) 612,006 636,183 545,381 658,390 711,046
Change in Water Storage Volume 288 492 639 254 -620
Water Recycle/Reuse Rate2 (%) 89% 91% 91% 90% 91%
89% 91% 91% 90% 91%
140

Groundwater 33,949 21,123 21,036 31,984 31,526
Surface Water 6,359 6,710 4,734 5,960 6,529
Sea Water 0 0 0 0 0
Stormwater 22,799 17,082 16,348 16,831 16,134
Third-party Sources 0 0 0 0 0
Indonesia Total Water Recycled/Reused 113,049 77,986 64,302 101,534 118,651

Change in Water Storage Volume 16,961 12,567 59 2 6
64% 63% 60% 6496% 69%
84% 82% 95% 9644% 97%
COPPER
2018 2019 2020 2021 2022
MINING
Groundwater 107,880 95,615 92,902 109,139 98,869
Surface Water 63,365 53,987 45,340 54,096 64,971
Sea Water 0 0 0 0 0
Stormwater 35,483 34,079 26,790 35,613 37,691
TOTAL
Copper Total Water Recycled/Reused 1,311,451 1,339,047 1,173,605 1,271,451 1,474,677
Mining Total Utilized Water (Withdrawn + Recycled/Reused) 1,546,852 1,557,329 1,359,893 1,499,595 1,706,919
Water Use Efficiency4 (%) 87% 88% 89% 88% 89%

Groundwater 1,315 1,462 1,256 1,150 1,256
Surface Water 782 2,663 2,470 1,213 1,270
Sea Water 0 0 0 0 0
Stormwater 14,649 19,494 13,990 13,174 14,576
MOLYBDENUM North Total Water Recycled/Reused 23,044 26,128 20,458 20,115 20,808
MINING America Total Utilized Water (Withdrawn + Recycled/Reused) 39,790 49,747 38,174 35,652 37,909
Change in Water Storage Volume -1,809 2,768 753 -627 -460
58% 53% 54% 56% 55%
85% 75% 78% 81% 80%
2018 2019 2020 2021 2022
Groundwater 2,019 1,855 2,067 2,040 2,043
Surface Water 902 795 999 1,043 941
Sea Water 0 0 0 0 0
Stormwater 2,327 3,322 1,034 4,077 2,053
SMELTING & North Total Water Recycled/Reused 27,132 26,868 29,385 30,785 29,189
REFINING America
Change in Water Storage Volume -2,106 -1,074 -3,429 103 -1,369
84% 82% 87% 81% 85%
142

Groundwater 0 0 0 0 0
Surface Water 3,128 3,030 980 0 0
Sea Water 46,844 48,578 49,218 43,020 34,719
Stormwater 76 79 77 42 47
Europe Total Water Recycled/Reused 16,328 16,464 7,597 2,820 2,202
Change in Water Storage Volume 181 -106 25 0 0
90% 91% 83% 65% 64%
SMELTING &
2018 2019 2020 2021 2022
REFINING
Groundwater 2,019 1,855 2,067 2,040 2,043
Surface Water 4,030 3,825 1,978 1,043 941
Sea Water 46,844 48,578 49,218 43,020 34,719
Stormwater 2,404 3,401 1,111 4,119 2,100
TOTAL
Smelting & Total Water Recycled/Reused 43,459 43,332 36,982 33,605 31,391
Refining Total Utilized Water (Withdrawn + Recycled/Reused) 101,063 103,278 93,541 86,013 73,031
Change in Water Storage Volume -1,925 -1,180 -3,404 103 -1,369
Water Use Efficiency4 (%) 86% 85% 86% 79% 83%

Groundwater 508 392 524 499 469
Surface Water 0 0 0 0 0
Sea Water 0 0 0 0 0
Stormwater 214 179 92 117 108
Total New Water Withdrawn1 871 716 735 717 699
OTHER
(PROCESSING Total Water Recycled/Reused 16 7 8 13 10
& REFINING) Total Utilized Water (Withdrawn + Recycled/Reused) 887 723 744 730 709
Total Water Consumption 247 239 213 107 123
Change in Water Storage Volume 111 112 -79 128 182
2% 1% 1% 2% 1%
4% 2% 6% 5% 3%
144
MINING & MINERAL PROCESSING WASTE

(MILLION METRIC TONS) 2018 2019 2020 2021 2022
Tailings 324 309 259 295 331
Overburden and Waste Rock 371 445 349 365 414
Slags 0.6 0.5 0.6 0.6 0.7
NON-MINERAL WASTE & RECYCLABLE MATERIAL

(THOUSAND METRIC TONS) 2018 2019 2020 2021 2022
Non-Hazardous
Recycled 74.6 92.1 61.3 118.3 126.5
Disposed - Landfill 58.9 77.7 52.7 59.8 62.7
Disposed - Other 4.3 4.0 16.1 23.1 25.1
Disposed On-Site 41.9 61.4 25.0 30.9 27.4
Total Non-Hazardous Waste and Recyclable Material 179.7 235.2 155.1 232.1 241.8
Hazardous
Recycled 48.1 51.4 52.7 7.1 7.4
Disposed - Landfill 27.3 26.6 4.0 4.5 6.7
Stored On-Site 0.0 0.0 0.0 0.0 0.0
Treated 22.6 25.7 17.5 17.9 18.5
Total Hazardous Waste and Recyclable Material 98.0 103.7 74.2 29.4 32.6
Total Non-Mineral Waste Generated 277.7 338.9 229.3 261.5 274.3
% Recycled 44% 42% 50% 48% 49%
TAILINGS IMPOUNDMENTS1
2018 2019 2020 2021 2022
Active2 19 18 17 16 15
Inactive or Closed 3
55 58 56 52 48
Safely Closed 4
0 0 0 5 9
Total Tailings Impoundments 74 76 73 73 72
1. Tailings impoundment counts include non-operating sites and are reviewed at least annually and updated according to construction of new facilities, changes in operating conditions, closure, business transactions, and legal reviews.
FCX provides a full disclosure of tailings facilities, location, status, construction type and hazard categorization available at fcx.com/sustainability/environment/tailings-americas_documents.
2. In 2022, the status of one Tailings Storage Facility (TSF) at Morenci was changed to inactive.
3. In 2022, one TSF at Morenci was fully integrated into another TSF, and therefore, the total tailings impoundments count reduced.
4. "Safely closed" is defined by the Tailings Standard and requires confirmation by an external independent reviewer and an internal Accountable Executive. While many of our inactive/closed facilities have not yet gone through the
specific review process to confirm the "safely closed" designation, we consistently apply our tailings management system to all facilities to support their safe management.
LAND
(HECTARES) 2018 2019 2020 2021 2022
New land disturbed during the year 971 1,465 587 578 976
Land rehabilitated during the year 1
80 41 35 43 103
Total land disturbed to be rehabilitated 1
60,964 62,388 62,913 63,444 64,318
Total area owned, leased or managed including lands
547,853 548,194 544,898 547,526 547,764
not used for production or extractive purposes
1. Amounts have been adjusted based on updated land survey data.
BIODIVERSITY
Number of sites adjacent to globally or nationally important biodiversity areas 1

Number of sites adjacent to globally or nationally important biodiversity areas with biodiversity management plan in place 1
Note: PT-FI’s operations are adjacent to Lorentz National Park, however, we have not and will not conduct any mining or exploration activities in Lorentz National Park, which is a UNESCO World Heritage Site. PT-FI is in the process
of fully implementing a biodiversity action plan.
ENVIRONMENTAL COMPLIANCE INDICATORS

2018 2019 2020 2021 2022
Reportable spills or releases of hazardous or toxic chemicals1,2 17 33 19 20 16
NOVs related to permit exceedances, spills, releases or other compliance matters 3
10 5 6 9 12
# of Significant Environmental Events 4
1 0 0 0 1
Environmental penalties5 $0 $124,682 $67,100 $18,951 $24,301
1. Reportable spills excludes spills at PT-FI associated with pipeline sabotage. Due to increased security efforts, the number of sabotage-related spills reported at PT-FI decreased from 68 in 2018, to 16 in 2019, to 8 in 2020, to 5 in 2021.
There were 8 sabotage related-spills in 2022.
2. In 2019, there were multiple small (75 kg or less) but reportable events associated with a malfunctioning catalytic oxidizer at our Rotterdam molybdenum processing facility.
3. NOV is Notice of Violation. When NOVs are rescinded based on the legal appeals process, prior year data are updated.
4. Our risk assessment uses a likelihood and consequence matrix with a scale on each axis from 1 through 4, with 4 being the highest likelihood or consequence. Significant environmental events are defined as those with a rating of 3 or
higher on the consequence scale.Information on the significant environmental event that occurred at El Abra operation in 2022 can be found on page 111 of this report.
5. 2019 penalties paid were from NOVs at Sierrita for dust events in 2018 ($30,000) and a NOV at Cerro Verde in 2007 ($94,682). In addition, we agreed to fund a $200,000 Supplemental Environmental Project associated with the Sierrita
dust events. The Cerro Verde fine was paid in 2019 from a regulatory inspection conducted in 2007 due to an extended legal appeal process. 2020 penalties paid were principally from a Sierrita dust event ($55,000) and the failure
to obtain a CO2 permit at Rotterdam ($12,000). 2021 penalties paid were associated with delays in commissioning an online, real-time groundwater monitoring system at El Abra. 2022 penalties included $12,959 at Cerro Verde
associated with a NOV related to water discharge monitoring and reporting; $9,842 at El Abra associated with an NOV related to waste and chemical safety programs; and $1,500 at the El Paso Refinery and Rod Mill associated with
two wastewater discharge permit NOVs.

146
2022 SASB
STANDARDS
We disclose in alignment with the SASB Standards for the Metals & Mining
industry (EM-MM; version 2021-12) with information as of the year-ended
December 31, 2022. Overseen by the International Sustainability Standards
Board, which was created by the IFRS Foundation Trustees, SASB Standards
are a voluntary sustainability disclosure framework of ESG issues most
relevant to financial performance and enterprise value. For further information
on the topics disclosed, please see FCX’s 2022 Form 10-K and the other
related documents on our website referenced in the following table.
NOTE: Reported amounts are approximate.

ACCOUNTING UNIT OF
TOPIC METRIC CATEGORY MEASURE CODE FCX RESPONSE REFERENCES
Greenhouse (1) Gross global Quantitative Metric tons (t) EM- (1) 4,927,823 metric tons of carbon dioxide equivalent (1) ESG Performance
Gas Scope 1 emissions CO2 - e, MM- (2) 1.1% Trend Data: Climate
Percentage (%) 110a.1
Emissions (2) Percentage
covered under
emissions-limiting
regulations
Discussion of Discussion N/A EM- We are dedicated to supplying the world with responsibly produced copper, which includes (1) 2022 Annual Report on
long-term and and Analysis MM- operating in a way that manages and mitigates our greenhouse gas (GHG) emissions and other Sustainability: Climate
short-term strategy 110a.2 climate-related risks. We aspire to participate in and positively contribute to a 2050 net zero (2) 2021 Climate Report
or plan to manage economy. We have set 2030 GHG emissions reduction targets that cover nearly 100% of our global
Scope 1 emissions, Scope 1 and 2 GHG emissions in order to help manage relevant, climate-related risks and support
emissions reduction the decarbonization of our business. Our Americas Copper GHG emissions reduction target
targets, and an evaluates the performance of the copper producing mines and refining facilities of our Americas
analysis of operations. Our Americas target includes by-product molybdenum produced at our primary copper
performance against mines. We continue to pursue our target to reduce our GHG emissions intensity in the Americas by
those targets 15% per metric ton of copper cathode by 2030 from our 2018 baseline. PT-FI’s operations generate
approximately 30% of our global absolute GHG emissions and approximately 50% of our global
Scope 1 emissions, due in part to the high carbon intensity of its coal-fired electricity. We have
committed to reduce GHG emissions intensity at PT-FI by 30% per metric ton of payable copper by
2030 from our 2018 baseline. The third and fourth targets, established in 2022, are both on an
absolute basis and seek to reduce the GHG emissions of our Atlantic Copper smelter & refinery by
50% and of our primary molybdenum sites by 35%, both by 2030 from our 2018 baseline year.
We will continue aligning our disclosures with the recommendations of the Taskforce on
Climate-related Financial Disclosures (TCFD), and we have committed to validating our interim
2030 GHG emissions reduction targets with the Science Based Target initiative (SBTi). We believe
that validating our GHG emissions reduction targets against the SBTi criteria is critical to
understanding if our 2030 targets sufficiently align with the Paris Agreement’s goals and
specifically to a 1.5°C scenario.
For more information on our commitments and progress, please see our reference documents.
Air Quality Air emissions of the Quantitative Metric tons (t) EM- (1) 38.4 thousand metric tons (1) ESG Performance
following pollutants: MM- (2) 49.7 thousand metric tons Trend Data: Air Emissions
(1) CO, (2) NOx 120a.1 (3) 6.9 thousand metric tons
(excluding N₂O), (4) 14.6 thousand metric tons
(3) SOx, (4) particulate (5) Less than one metric ton
matter (PM₁₀), (6) 12.1 metric tons
(5) mercury (Hg), (7) 4.2 thousand metric tons
(6) lead (Pb), and
(7) volatile organic
compounds (VOCs)
148
ACCOUNTING UNIT OF
Energy (1) Total energy Quantitative Terajoules (TJ), EM- (1) Total energy consumed: 97,072 terajoules (1) ESG Performance
Management consumed, Percentage (%) MM- (2) Percentage grid electricity: 37% Trend Data: Climate
(2) percentage grid 130a.1
electricity, (3) Percentage renewable: 4.0%*
(3) percentage
renewable
*
These data include renewable energy sources such as wind, solar and geothermal contracts
for energy consumption, and a percentage associated with biofuels used onsite. Our Americas
operations also receive power from hydro and biomass sources, which are not included in the
SASB EM-MM standard definition of renewable energy but are considered low-emission
sources. The percentage renewable including hydro and biomass sources was 14.9% in 2022.
Water (1) Total freshwater Quantitative Thousand EM- (1) Total freshwater withdrawn: 237,377 thousand cubic meters; 25% with High or Extremely (1) ESG Performance
Management withdrawn, cubic meters MM- High Baseline Water Stress Trend Data: Water
(2) Total freshwater (m³), 140a.1 (2) Total freshwater consumed: 128,253 thousand cubic meters; 43% with High or Extremely
consumed, Percentage (%) High Baseline Water Stress
+ percentage of each
in regions with High Freshwater totals above are defined by SASB and equivalent to high quality freshwater as
or Extremely High defined by ICMM. For more comprehensive information on our water performance and the
Baseline Water Stress water stress classifications, please see reference documents.
Number of incidents Quantitative Number EM- No incidents of non-compliance associated with water quality permits, standards, and
of non-compliance MM- regulations resulted in a formal enforcement action in 2022.
associated with water 140a.2
quality permits,
standards, and
regulations
ACCOUNTING UNIT OF
Waste & Total weight of Quantitative Metric tons (t) EM- 274.3 thousand metric tons (1) 2022 Form 10-K, Item
Hazardous non-mineral waste MM- 1A. Risk Factors:
generated 150a.4 Operational Risks
Materials
Management Total weight of tailings Quantitative Metric tons (t) EM- 331 million metric tons (2) ESG Performance
produced MM- Trend Data: Mining.
150a.5 Mineral Processing Waste
(3) 2022 Annual Report on
Total weight of waste Quantitative Metric tons (t) EM- 414 million metric tons Sustainability: Tailings
rock generated MM- Management
150a.6
Total weight of Quantitative Metric tons (t) EM- 32.6 thousand metric tons Sustainability: Waste
hazardous waste MM-
generated 150a.7
Total weight of Quantitative Metric tons (t) EM- 7.4 thousand metric tons
hazardous waste MM-
recycled 150a.8
Number of significant Quantitative Number EM- One significant (defined as a consequence rating of 3 or higher on our risk matrix) incident (1) 2022 Annual Report on
incidents associated MM- associated with hazardous materials and waste management occurred in 2022. Sustainability:
with hazardous 150a.9 Our El Abra operation experienced an incident that was identified as significant in our risk Environmental
materials and waste register process during the year. In March 2022, because of a failure along the pipeline, Compliance
management approximately 13,000 cubic meters of an acidic solution flowed from a containment dam at (2) 2022 Annual Report on
our operations through an already modified area downstream of the dam and along the Sustainability: Our
access road to the open pit. The site activated the contingency plan and immediately Approach
implemented corrective actions to stop the flow and cleaned up the impacted area.
Description of waste Discussion n/a EM- We are committed to reducing our environmental impact, which includes the effective (1) 2022 Annual Report on
and hazardous and Analysis MM- management of our mining and non-mining wastes alike. Mining and mineral processing Sustainability: Waste
materials 150a.10 wastes are typically managed in designated, engineered stockpiles or impoundments. In Management
management policies addition to responsibly managing our mining and mineral processing waste, we continuously
and procedures for evaluate opportunities to reduce the quantity of non-mining waste generated. We seek to
active and inactive apply the standard protocol of reduce, reuse, recycle wherever possible and implement
operations robust practices to identify, categorize, store and manage non-mining wastes. Through our
asset recovery programs, we divert certain materials from the landfill, and we strive to
increase recycling and reuse of those materials in our operations whenever possible. We also
evaluate our hazardous waste streams and, when possible, substitute materials with lower
toxicity into our processes.
150
ACCOUNTING UNIT OF
Biodiversity Description of Discussion N/A EM- We are committed to sound environmental practices at all of our operations. Our Environmental (1) 2022 Annual Report on
Impacts environmental and Analysis MM- Policy serves as the framework for the protection of natural resources in the regions where we live Sustainability: Thriving
management policies 160a.1 and work. In addition to maintaining compliance with laws and regulations, we utilize risk Environments
and practices for management strategies based on valid data and sound science throughout the mining life cycle,
active sites and we plan and conduct our operations in a manner that optimizes the economic use of resources
while minimizing the adverse environmental effects. All our mining and mineral processing
operations and technology centers maintain Environmental Management Systems (EMS) certified
to ISO 14001:2015. Our practices and policies apply to all active sites across the portfolio and
address critical environmental aspects including biodiversity, water stewardship, waste and
hazardous chemicals, air emissions, and natural resource conservation and recycling. The
environmental management programs implemented at our sites are based upon corporate
policies, regulatory compliance, and voluntary commitments to good international industrial
practices and standards and are verified through independent third-party assurance reviews.
These programs are enabled through implementation of our risk register and project development
sustainability review processes as well as project specific environmental and social impact
assessments (ESIA).
Percentage of mine Quantitative Percentage (%) EM- We do not report the percentage of mine sites where acid rock drainage (ARD) occurs or is
sites where acid rock MM- predicted to occur. However, we implement robust programs to identify, mitigate and manage ARD
drainage is: 160a.2 from waste rock and tailings. ARD is a geochemical process that releases sulfate, acid and/or
(1) predicted to occur, metals into the environment when certain rock materials are exposed to water and oxygen. ARD
forms either naturally or following human caused activities when metal sulfide minerals present in
(2) actively mitigated, host rock are exposed to air and natural precipitation. The resulting acid that forms can dissolve
and (3) under metals from the surrounding rock and be a source of pollution to surface water or groundwater
treatment or resources if not properly managed. The formation of ARD can be exacerbated by large earth
remediation moving activities, like mining or construction, particularly when these activities expose sulfide
bearing minerals to additional air and water, which can accelerate the oxidation process.
However, through implementation of targeted management practices, environmental impacts
from ARD can be prevented or minimized. Our environmental policy requires that we review and
account for environmental effects of each activity, throughout the mine life cycle. Based on
material classifications and geochemical characterizations of our ore bodies, ARD is predicted to
occur to some degree at nearly all of our operations and is actively mitigated in those locations
throughout the mine life cycle utilizing best available control technologies.
When potentially acid generating materials are identified in the planning phase, we implement
strategies for prevention of ARD formation or management of ARD if it occurs. These strategies
include, but are not limited to, designing storage facilities to prevent or minimize ARD formation,
blending acid generating materials with materials with sufficient buffering capacity to eliminate
the net acid generating potential during operations, installing engineering controls to manage
stormwater that infiltrates or runs-off from these facilities, and monitoring controls systems over
the mine life cycle including the closure and post-closure phases. Additionally, we consider site
specific factors such as rock type, climate, and other geographic considerations in order to
minimize operations risk and reduce post mining closure and reclamation liability.
Finally, if the formation of ARD cannot be eliminated, we implement mitigation measures such as
water management, water treatment or reclamation and, at our PT-FI operations, studies that include
risk assessments to determine additional monitoring and mitigation efforts that may be effective. The
objective of these controls is to limit or eliminate the exposure of sulfide minerals to the atmosphere,
minimize the amount of water contacting mine materials, including waste rock or tailings, and ensure
effective monitoring and maintenance systems are in place to minimize the potential ARD
generation. Mitigation strategies at our mining operations are also subject to regulatory review,
approval and oversight to ensure the effectiveness of the selected control measures.
ACCOUNTING UNIT OF
Biodiversity Percentage of Quantitative Percentage (%) EM- Protected Areas (1) 2022 Form 10-K, Items 1.
Impacts (1) proved and MM- (1)(a) 0% of total 2P reserves are in protected areas and 2. Business and
160a.3 (1)(b) 9.0% of total 2P reserves are near (within 5 kilometers of) protected areas (100% PT-FI and Properties: Mineral
(2) probable reserves Reserves
in or near sites with 100% Henderson)
protected Our proven and probable (2P) reserves near protected areas are associated with our Henderson (2) 2022 Annual Report on
conservation status mine in Colorado and PT-FI operations in Indonesia. Both are underground operations and Sustainability: Biodiversity
or endangered therefore have limited potential to adversely affect the integrity and essential values for which
species habitat the protected areas were designated.
FCX METRIC:
Percentage of Endangered Species Habitat
total proven and (2)(a) 0.3% of total 2P reserves are in endangered species habitat (<1% Sierrita; <1% Cerro Verde)
probable reserves (2)(b) 66.3% of total 2P reserves are near (within 5 kilometers of) endangered species habitat
(2P reserves) (100% of PT-FI, Cerro Verde, Climax and Sierrita; 71% Morenci; 13% Chino)
(1)(a) in sites with Our proven and probable (2P) reserves that are located near endangered species habitats do not
protected affect those habitats. The endangered species habitats near Morenci, Chino, and Climax reserves
conservation status, are located on federal lands managed by the U.S. Forest Service; we do not conduct activities
(1)(b) near sites with within the habitat. Cerro Verde’s reserves qualify due to an endangered bat species that is known
protected to occur and forage in the general region of the operations and we actively seek to protect the
conservation status, species. PT-FI’s reserves qualify due to the district’s proximity to Lorentz National Park, however,
(2)(a) in areas of we have not and will not conduct any mining or exploration activities in Lorentz National Park,
endangered species which is a UNESCO World Heritage Site. As part of our Environmental Policy and our ICMM
habitat, and commitment, we will not explore nor mine at any UNESCO World Heritage Sites. Furthermore,
PT-FI mining operations have fully transitioned underground.
(2)(b) near areas of
endangered species Percentages reported above are based on total ore metric tons. Refer to page 38 of FCX's 2022
habitat Form 10-K for average ore grades.
Security, Percentage of Quantitative Percentage (%) EM- 8.8% of total proven and probable reserves are in or near (within 5 kilometers of) areas of (1) Voluntary Principles on
Human (1) proved and MM- conflict, representing PT-FI in Indonesia, as defined by the latest available data from the 2021 Security and Human
(2) probable reserves 210a.1 Uppsala Conflict Data Program (UCDP). Rights, Annual Reports to
Rights & in or near areas of
Rights of Per UCDP data, the level of organized violence in Indonesia increased in 2021. In Central Papua, the Plenary
conflict Indonesia, there have been attacks in recent years on civilians by separatists and highly (2) 2022 Annual Report on
Indigenous FCX METRIC: publicized conflicts between separatists and the Indonesia military and police, some of which Sustainability: Human
Peoples Percentage of total occurred in or near PT-FI’s operational and support area. No such incidents have occurred in Rights
proven and probable or near PT-FI’s operational and support area in 2022 or since February 2021. (3) 2022 Annual Report on
reserves (2P Our Cerro Verde operations located 20 miles southwest of the city of Arequipa, Peru, is not Sustainability: Communities
reserves) in or near located in or near active conflict per UCDP data. However, since December 2022, there have & Indigenous Peoples
areas of conflict been widespread and sometimes violent political protests, including attacks on civil (4) 2022 Annual Report on
infrastructure and businesses throughout Peru. A state of emergency has been declared, and Sustainability: Responsible
military forces deployed to augment national police, which have resulted in civilian and police Value Chains
fatalities. Although the impact on Cerro Verde’s operations has been limited, the situation in
Peru remains uncertain. (5) 2022 Form 10-K, Items 1.
and 2. Business and
FCX is a founding member, guided by, and implements The Voluntary Principles on Security Properties: Mineral
and Human Rights for our security and human rights programs, including interactions with Reserves
host government police, military personnel and private security contractors.
(6) Sustainability > Robust
For more information on our approach to human rights and security, please see the relevant Governance > Human
sections of our 2022 Annual Report on Sustainability and the Human Rights section of our website. Rights page on fcx.com
152
ACCOUNTING UNIT OF
Security, Percentage of Quantitative Percentage (%) EM- 8.8% of total proven and probable reserves are in or near (within 5 kilometers of) Indigenous (1) 2022 Form 10-K, Items 1.
Human (1) proved and MM- lands, representing PT-FI in Indonesia, which is located where Indigenous Peoples of Central and 2. Business and
210a.2 Papua hold customary land rights. Properties: Mineral
Rights & (2) probable reserves
Reserves
Rights of in or near Indigenous Indigenous lands for purposes of this calculation are defined by Article 33 of the United Nations
land Declaration on the Rights of Indigenous Peoples and the International Labor Organization (2) 2022 Annual Report on
Indigenous Convention No. 169. While they do not meet the SASB threshold for inclusion, Indigenous Sustainability: Communities
Peoples Peoples in Chile and Native Americans in the United States either currently or have historically & Indigenous Peoples
FCX METRIC: occupied lands in proximity to our operations or have ancestral connections to these lands. We
Percentage of total (3) Sustainability > People >
are committed to constructively engaging with all Indigenous Peoples to support shared value Communities & Indigenous
proven and probable for all stakeholders.
reserves (2P Peoples > Land Use &
reserves) in or near Percentages reported above are based on total ore metric tons. Refer to page 38 of FCX's 2022 Customary Rights at PT-FI
Indigenous land Form 10-K for average ore grades. page on fcx.com
(4) Sustainability > People >
Communities & Indigenous
Peoples page on fcx.com
Discussion of Discussion N/A EM- For information on our engagement processes and due diligence practices with respect to (1) Voluntary Principles on
engagement and Analysis MM- human rights and Indigenous rights, please refer to the Communities & Indigenous Peoples, and Security and Human
processes and due 210a.3 Human Rights sections of our 2022 Annual Report on Sustainability and information on fcx.com. Rights, Annual Reports to
diligence practices PT-FI has engaged with Central Papua’s Indigenous populations – the Amungme and Kamoro as the Plenary
with respect to well as the five neighboring ethnic groups – Dani, Damal, Nduga, Mee and Moni (collectively (2) 2022 Annual Report on
human rights, known as the “seven suku”) – for decades through multiple formal agreements that promote Sustainability: Communities
Indigenous rights, capacity building through workforce skills training as well as health, education, economic & Indigenous Peoples
and operation in development, public infrastructure development, and participatory monitoring and evaluation of
areas of conflict (3) 2022 Annual Report on
PT-FI funded projects. In addition, we are continuously investing in our local communities in Sustainability: Responsible
Central Papua by implementing programs to support capacity building through the development Value Chains
of their skills and employability.
(4) 2021 OECD Step 5 Due
While there are no Indigenous Populations within Cerro Verde’s operational influence, as noted Diligence Report
above, there have been widespread and sometimes violent political protests, including attacks
on civil infrastructure and businesses throughout Peru. For both Cerro Verde and PT-FI Grasberg,
we continue to conduct human rights training of security forces and across our workforce to
respect human rights and maintain strong community programs at both operations.
For information on the above-mentioned engagement processes and how PT-FI operates in this
context, please see reference documents.
ACCOUNTING UNIT OF
Community Discussion of Discussion N/A EM- We are committed to responsibly manage our relationships with host communities and (1) 2022 Annual Report on
Relations process to manage and Analysis MM- Indigenous neighbors. Constructive dialogue is at the foundation of our relationships with host Sustainability: Communities
risks and 210b.1 communities and stakeholders. Our engagements help to inform understanding of our actual, & Indigenous Peoples
opportunities potential and perceived impacts. It also helps us build a localized understanding of what (2) Sustainability > People >
associated with contributes to community welfare and long-term sustainability, and mutually identify relevant Communities & Indigenous
community rights social investment and development priorities to support any gaps. Engagements also enable us Peoples > Assessing &
and interests to share information about our own operational activities, facilitate dialogue and ultimately build Managing Impacts page on
trust. fcx.com
While our community programs are tailored to the site-specific dynamics of the operation and (3) Sustainability > People >
host community, our overarching objectives in partnership with our local stakeholders are to: (1) Communities & Indigenous
build enduring trust, (2) minimize or mitigate any negative impacts from our operations, (3) Peoples > Land Use and
maximize the positive benefits, (4) support our communities in building resiliency and well-being Customary Rights at PT-FI
over the life of the mine, and (5) develop the skills and capacity to thrive beyond the mine. page on fcx.com
For more information on our approach to management of risks and opportunities associated with (4) Sustainability > People >
community rights and interests, please see reference documents. Communities & Indigenous
Peoples > Public Health
page on fcx.com
Number and duration Quantitative Number, Days EM- There were no non-technical delays at any of our operations in 2022. (1) 2022 Form 10-K, Items 1.
of non-technical MM- and 2. Business and
delays 210b.2 Properties: General: Mining
Operations
Labor Percentage of active Quantitative Percentage (%) EM- Approximately 30% of our global full-time employee population was covered by collective (1) 2022 Form 10-K, Items 1.
Relations workforce covered MM- labor agreements on December 31, 2022, broken down as follows: and 2. Business and
under collective 310a.1 0% North America Properties: Human Captial:
bargaining Workforce
agreements, broken 47% Indonesia
(2) 2022 Form 10-K, Note
down by U.S. and 67% South America 16. Business Segment
foreign employees Information: Labor Matters
60% Europe/Other
While our North American workforce is not represented by unions, our hourly employees elect (3) ESG Performance Trend
to work directly with company management rather than through union representation using Data: Workforce
our Guiding Principles agreement, which outlines how we work together within the values of (4) 2022 Annual Report on
the company to achieve our collective goals. Sustainability: Workforce
Please see reference documents for more information on our approach to labor relations.
Number and duration Quantitative Number, Days EM- There were no strikes or lockouts at any of our operations in 2022. (1) 2022 Form 10-K, Items 1.
of strikes and MM- and 2. Business and
lockouts 310a.2 Properties: Human Capital:
Workforce
Sustainability: Workforce
154
ACCOUNTING UNIT OF
Workforce (1) MSHA all- Quantitative Rate EM- For full year 2022: (1) 2022 Form 10-K, Item 4.
Health & incidence rate, (2) MM- (1)(a) MSHA all-incidence rate for full-time employees: 0.93 Mine Safety Disclosures
fatality rate, (3) near 320a.1 (1)(b) MSHA all-incidence rate contract employees: 0.60
Safety miss frequency rate (2)(a) fatality rate for full-time employees: 0.000
(2) ESG Performance Trend
Data: Health & Safety
(NMFR) and (4) (2)(b) fatality rate for contract employees: 0.003
average hours of (3)(a) near miss frequency rate (NMFR) for full-time employees: 1.03
health, safety, and (3)(b) near miss frequency rate (NMFR) for contract employees: 0.64
emergency response (4) We do not currently disclose this information.
training for (a)
full-time employees
and (b) contract
employees
Business Description of the Discussion N/A EM- We use a combination of tools to help gather critical data on suppliers with regard to (1) 2022 Annual Report on
Ethics & management system and Analysis MM- compliance, ESG and other related risks. In recognition of the potential legal and reputational Sustainability: Responsible
for prevention of 510a.1 liability that could result from actions of our business partners and contractors under the Value Chains
Transparency corruption and Foreign Corrupt Practices Act (FCPA) and other laws, the company operates an online due (2) 2022 Annual Report on
bribery throughout diligence platform, the Freeport Compliance eXchange (FCeX). FCeX is a survey-based Sustainability: Business
the value chain software platform designed to assess risk in areas of anti-corruption, international trade, Conduct & Policies
human rights and responsible sourcing, and includes a number of sustainability-related
questions. FCeX enhances our ability to identify, assess and mitigate compliance risks. The
survey is utilized for all new vendors as our first line of due diligence in our responsible
sourcing program.
In recent years, we enhanced the responsible sourcing section in the FCeX survey, completed
the global roll out of the FCeX tool, and implemented SAP Ariba Supplier Risk Management
and Supplier Lifecycle and Performance onboarding tools, which enable us to more
effectively identify and mitigate risks in supplier relationships. The SAP Ariba software
enhances our supplier risk assessment using data from external sources – including
operations, regulatory (anti-corruption and human rights), environmental and financial – and
provides more in-depth risk-based assessments through targeted questionnaires and audits.
We track these assessments and resulting actions, engagement and approvals for ongoing
supplier life cycle management.
We perform annual company-wide program and risk assessments with assistance from our
internal audit firm, Deloitte, and specialized external legal counsel, who both contribute to the
following year’s assessment strategies. Business controls resulting from periodic fraud risk
assessments are tested and reviewed annually at our corporate offices as well as at PT-FI,
Cerro Verde, El Abra and Atlantic Copper.
Production in Quantitative Metric tons (t) EM- We have no production in the countries that have the 20 lowest rankings in Transparency (1) 2022 Form 10-K, Items 1.
countries that have saleable MM- International's Corruption Perception Index. and 2. Business and
the 20 lowest 510a.2 Properties: General
rankings in
Transparency
International’s
Corruption
Perception Index
ACCOUNTING UNIT OF
Tailings Tailings storage Quantitative; N/A EM- FCX is in the process of implementing the Global Industry Standard on Tailings Management (1) Sustainability > Thriving
Storage facility inventory Discussion MM- (the Tailings Standard) at our Americas Tailings Storage Facilities (TSFs). As a member of the Environments > Tailings
table: and Analysis 540a.1 International Council on Metals and Mining, FCX has agreed that all TSFs with “extreme” or – Americas on fcx.com
Facilities (1) facility name, “very high” potential consequence (based on credible failure modes) should demonstrate
Management (2) 2022 Annual Report on
(2) location, conformance with the Tailings Standard by August 2023, and conformance of all other TSFs by Sustainability: Tailings
(3) ownership status, August 2025. Management
(4) operational status, For detailed information on FCX’s TSFs, please refer to the detailed TSF information, which is
(5) construction dated as of April 21, 2022, on fcx.com. FCX plans to update its detailed TSF disclosures in the
method, future as we complete conformance with the Tailings Standard. An aspect of conforming with
(6) maximum the Tailings Standard is aligning TSF consequence classifications with the Tailings Standard’s
permitted storage outlined approach.
capacity,
(7) current amount of To learn more about our implementation of the Tailings Standard, please see the Tailings
tailings stored, Management section of the 2022 Annual Report on Sustainability.
(8) consequence
classification,
(9) date of most
recent independent
technical review,
(10) material findings,
(11) mitigation
measures,
(12) site-specific
EPRP
Summary of tailings Discussion N/A EM- For more information on our multi-tiered oversight and tailings governance, please see the (1) 2022 Annual Report on
management and Analysis MM- Tailings Management section of the 2022 Annual Report on Sustainability. Sustainability: Tailings
systems and 540a.2 Management
governance structure
used to monitor and
maintain the stability
of tailings storage
facilities
Approach to Discussion N/A EM- In accordance with our commitment to conform our TSFs with “extreme” or “very high” (1) Sustainability > Thriving
development of and Analysis MM- potential consequences with the Tailings Standard by August 2023 and all other TSFs by Environments > Tailings
Emergency 540a.3 August 2025, we are updating our processes and documents to include additional elements – Americas on fcx.com
Preparedness and for those TSFs that require Emergency Preparedness and Response Plans (EPRP) as defined
Response Plans by the Tailings Standard.
(EPRPs) for tailings For information on our commitment to update our processes and documents to include EPRPs
storage facilities for tailings storage facilities, please see the Tailings Management section of the 2022 Annual
Report on Sustainability.
Activity Production of (1) Quantitative Metric tons (t) EM- Full year 2022 consolidated production from our mines: (1) 2022 Form 10-K, Items 1
Metric metal ores and (2) saleable MM- 4,210 million recoverable pounds or 1,909,624 metric tons of copper; and 2. Business and
finished metal 000.A 1,811 thousand recoverable ounces or 51 metric tons of gold; and Properties: Mining
products 85 million recoverable pounds or 38,555 metric tons of molybdenum Production and
Sales Data
Total number of Quantitative Number, EM- Total workforce (employees and contractors) at year-end 2022 approximated 74,500, and 66% (1) 2022 Form 10-K, Items 1
employees, Percentage (%) MM- were contractors. and 2. Business and
percentage 000.B Properties: Human Capital:
contractors Workforce
333 North Central Avenue FM_FCX
We Welcome Your Feedback
Phoenix, Arizona 85004 Freeport-McMoRan
We would love to hear from you. Please contact us at [email protected] or
[email protected] to ask questions and provide input to our company. 602.366.8100 | fcx.com FreeportFCX
#ForemostInCopper FreeportFCX

2022 Annual Report On Sustainability

Uploaded by

Copyright:

Available Formats

2022 Annual Report On Sustainability

Uploaded by

Document Information

Original Description:

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

2022 Annual Report On Sustainability

Uploaded by

Copyright:

Available Formats

2022 Annual Report on Sustainability

RECENT AWARDS & RECOGNITION

2023 FCX was included in the

FCX was named to CNBC’s

Cover Photo: Team member at our Hydromet facility at our Morenci

ABOUT THIS REPORT

Cerro Verde operation, Peru.

LETTER TO STAKEHOLDERS April 2023

VIEWS FROM OUR CORPORATE RESPONSIBILITY COMMITTEE (CRC) CHAIR

Robust Empowered People + Thriving

OUR VALUES: SAFET Y | RESPECT | INTEGRIT Y | EXCELLENCE | COMMITMENT

OUR SUSTAINABILITY PILLARS

OUR CRITICAL ENABLERS

Sierrita operation, Arizona.

AMBITIONS AND PERFORMANCE TARGETS

Achieved/On Track Lagging Missed

EMPOWERED PEOPLE & RESILIENT COMMUNITIES

2023 Target: 0.71 TRIR

Achieved/On Track Lagging Missed

Incur zero penalties in amounts exceeding Achieved in 2022 Pages 110-111

Achieved/On Track Lagging Missed

INDUSTRY ASSOCIATIONS & COMMITMENTS

GLOBAL BUSINESS COMMITMENTS

Safford is a mine-for-leach operation in Arizona that

INCREASING IMPORTANCE TO STAKEHOLDERS

Strategic Focus Areas RESILIENCE & ADAPTATION

OUR STRATEGY IN ACTION: RESPONSIBLE PRODUCTION

THE COPPER MARK

ICMM PERFORMANCE EXPECTATIONS

RISK MANAGEMENT Enterprise Risk Management

INTEGRATING RESPONSIBLE PRODUCTION INTO GROWTH PROJECTS

During the year, we continued to

In 2022, we committed to formal collaboration

BOARD OVERSIGHT OF ESG BOARD OF DIRECTORS

Our Chairman and CEO has

BUSINESS CONDUCT & POLICIES

We conduct comprehensive annual training on our PBC, including certification

View more data in

POLICIES & PRACTICES

PERFORMANCE ENHANCING HUMAN RIGHTS PRACTICES: MANYAR SMELTER PROJECT

HUMAN RIGHTS TRAINING VOLUNTARY PRINCIPLES ON SECURITY & HUMAN RIGHTS

HUMAN RIGHTS IMPACT ASSESSMENT STATUS

Status Complete Complete Complete Complete Complete In Progress Planned

Electrowinning facility at our

ILLEGAL ARTISANAL MINING

RESPONSIBLE VALUE CHAINS

Supply chains globally continue to be impacted by production shortages and

Responsible Sourcing of Minerals & Metals Meeting Responsible Sourcing Requirements

We continue to prioritize greater

FCX's Product Stewardship Forum meets several

El Abra operation, Chile.

UNDERSTANDING OUR PRODUCT FOOTPRINT

Copper cathode at Cerro

The well-being of people — whether our

HEALTH, SAFETY & WELL-BEING

Policies & Programs

Our highest priority is the

FATAL RISK MANAGEMENT PROGRAM