2014 FUTURESCONFERENCE

Remarks by

Thomas L. SagerBallard Spahr, LLP

October 16, 2014

04/21/23

2

Safety and Health

Environmental Stewardship

Respect for People

Highest Ethical Behavior

2014 DuPont Core Values

04/21/23

3

DuPont in 1802 DuPont in 2014

64,000 employees

> 300 sites

> 90 countries

Hundreds of thousands of DuPont products and customers

$35.7B in sales (2013)

40 employees

1 site

1 country

1 product

12 customers

$15,116 in sales (1804)

04/21/23

4

DuPont’s First Outside Counsel

Alexander Hamilton

• Outside counsel from 1802-1804.

• Died in 1804 duel with Aaron Burr; each using DuPont gun powder.

• Widely regarded as the father of the U.S. banking system (as we knew it).

04/21/23

5

DuPont’s First Outside Counsel

Alexander Hamilton

• Outside counsel from 1802-1804.

• Died in 1804 duel with Aaron Burr; each using DuPont gun powder.

• Widely regarded as the father of the U.S. banking system (as we knew it).

“Though widely regarded as a fine lawyer, Hamilton was selected as DuPont’s counsel primarily because he spoke the same language as the Company’s leaders.”(The History of DuPont Legal, Gamble, et al. 2003)

04/21/23 DUPONT CONFIDENTIAL

6

DuPont Legal’s Evolution

Phase 1. Creating the Vision & Selecting the Partners: “Convergence”

Phase 2. Vision into Action: Creating the Model

Phase 3. Action Into Results: Measuring Success

Phase 4. An Era of New Leadership: Emergence of Practice Groups

Phase 5. Global Convergence

Phase 6. Power of Collaboration

Phase 7. New Reality

04/21/23 DUPONT CONFIDENTIAL

7

Phase III

04/21/23 DUPONT CONFIDENTIAL

8

Metrics: Measuring Success

04/21/23 DUPONT CONFIDENTIAL

9

Performance Metrics

• Credibility

• Discipline

• Precision

04/21/23 DUPONT CONFIDENTIAL

10

Performance Metrics

Core Metrics

• Key Performance Indicators

• Compliance

• Efficiency

• Best in Class

04/21/23 DUPONT CONFIDENTIAL

11

Supporting the New DuPont

04/21/23 DUPONT CONFIDENTIAL

12

Holliday Challenge

04/21/23 DUPONT CONFIDENTIAL

13

Transforming For Our Third CenturyTransforming For Our Third Century

1802 1830 1850 1900 1925 1945 1990 2000 2050 2090

Birth

Growth

Maturity

Birth

Growth

Maturity

Birth

Growth

Explosives

Chemistry,Energy

Chemistry, Biology. . .Knowledge - Intensive Solutions

Maturity

Six Sigma

04/21/23 DUPONT CONFIDENTIAL

14

DuPont Legal: Supporting the “New DuPont”

Agility

• Increase speed, responsiveness and execution

• Stay ahead of the curve

Productivity

• Improve earnings and costs

• Higher volume of transactions

• Identify Plaintiff opportunities

• Leverage resources

Specificity

• Define value, understand process, and measure effectiveness

• Reduce risk

04/21/23 DUPONT CONFIDENTIAL

15

Phase VI

04/21/23 DUPONT CONFIDENTIAL

16

Power of Collaboration

04/21/23 DUPONT CONFIDENTIAL

17

DuPont

DuPont Legal

Legal Practice Areas

Team

Risk Management

Improved client service Cost Control

Competitive Edge

Collaboration

AgilityConsistency

AwarenessEfficiency

Best Practices

Collective Wisdom

Process Standardization

Productivity

Sustainability

Growth

Competitive AdvantageCompetitive Advantage

Leveraging Knowledge

Innovation

04/21/23 DUPONT CONFIDENTIAL

18

Six Sigma

Driving Continuous Improvement

04/21/23 DUPONT CONFIDENTIAL

19

Meeting Client Needs Since 1999

• Leadership

• Communication

• Cultural Change

• Results

Six Sigma in Legal

04/21/23 DUPONT CONFIDENTIAL

20

STREAMline Projects

Project: Recoveries

Project: Records Compliance

Project: Corporate Patenting

Project: Confidential Disclosure Agreements

Project: Off Shore Document Management

Project: Litigation

04/21/23 DUPONT CONFIDENTIAL

21

How Does Six Sigma Work in theDelivery of Legal Services?

• Provides Business Value

• Addresses Cost and Legal Risk Management

• Prioritizes Problem Solving

• Builds Communication through Teamwork

04/21/23 DUPONT CONFIDENTIAL

22

New Reality

04/21/23 DUPONT CONFIDENTIAL

23

Corporate Legal’s New Reality

• More volatile, complex, uncertain environment.

• More Rapid Globalization

• Skills/Education

• Information

• Competitors

• Business opportunities

• Increasing corporate regulation, scrutiny and mistrust.

04/21/23 DUPONT CONFIDENTIAL

24

New Challenges

• New Foes

• New Theories

• New Business Models

• New Competitors

• New Geographies

• New Regulations

04/21/23 DUPONT CONFIDENTIAL

25

Legal decisions/actions have value only to the extent they preserve or enhance business options.

New Reality = New Belief

04/21/23 DUPONT CONFIDENTIAL

26

• Are our people equipped for the “New Reality”

• Do our attorneys possess collaborative intelligence in order to provide truly creative solutions to your most challenging issues?

• Are our attorneys capable of spotting business critical issues before they emerge?

New Resources

04/21/23 DUPONT CONFIDENTIAL

27

• Lawyers who see opportunity in uncertainty, not just risk

• Legal at the speed of business

What Do We Need?

04/21/23 DUPONT CONFIDENTIAL

28

Global Outsourcing of Legal Support Services

• Recognize the commodity work and move it to low cost regions.

• Allows shift of lawyer and paralegal work to more strategic issues.

Monitoring and Early Warning System

• Dashboard to sense and respond to “red flags”

• Anticipate future scenarios before they happen

• Adjust legal and business strategy based on changes in assumptions & external environment

New Tools & Relationships

04/21/23 DUPONT CONFIDENTIAL

29

New Tools & Relationships

Strategic Risk Management Process

• Assessment of complex liabilities using scenarios

• Wide-ranging risk identification (e.g., Cyber Security)

• Generate innovative strategic options to avoid/mitigate risk

Strategic Decision-making

• Systematically avoid impact of biases, traps, and pitfalls

• Identify new opportunities for value creation

• Improve overall quality of decision-making and outcomes

04/21/23 DUPONT CONFIDENTIAL

30

Driving Better Outcomes

• Critical Thinking• Decision-making• Real Options• Scenario Planning• Systems Thinking• Peripheral Vision

SocialResponseCompetitor

Actions

IndustryPerformance

Regulatory/PolicyShifts

IP Claims

Key External Uncertainties

Flexible Legal Strategies

More Upside/Less Downside

Business Return

Pro

ba

bil

ity

TechnologyChallenges

04/21/23 DUPONT CONFIDENTIAL

31