Contemporary Management – Individual Project

Alaa-Eldin Hamdy

1

Contemporary Management

Professor: James D. Edgar

Individual Project

Industry: Chemicals

Company: DuPont

By Alaa-Eldin Hamdy

Contemporary Management – Individual Project

Alaa-Eldin Hamdy

2

Contents:

Introduction 2 DuPont History 2-8 DuPont Locations 8-9 DuPont Values 9-10 DuPont Code of Conduct 10-11 DuPont Vision Statement & Mission Statement 11 DuPont Leadership 11 DuPont Employee Responsibilities 12 Overall Responsibilities 12 Topic-Specific Responsibilities 13-15 Manager Responsibilities 16 Violations 17 DuPont Approach 17 DuPont BOARD OF DIRECTORS CORPORATE GOVERNANCE GUIDELINES 18-23 DuPont Board of Directors 23-31 DuPont SWOT Analysis 32 DuPont Value Chain Analysis 33 DuPont PESTLE Analysis 33-36 DuPont Five Forces Analysis (Porter’s Model) 37-40 DuPont TOWS Matrix 41 DuPont Space Matrix 42-43 DuPont Strategic Management 44-45 Evaluating DuPont Strategy 45-46 DuPont Core Competencies 47-48 DuPont Ethics & Compliance Program 48-49 DuPont HR Planning 49-50 DuPont Job Analysis & Design 50-51 DuPont Recruitment Strategy 51 DuPont Employee Retention Strategy 52-53 DuPont Performance Management 53 Most effective Leadership & Management Styles & approaches 54-55 DuPont Three Strategic Priorities 56-58 DuPont Innovation Delivery 59 DuPont 2015 Results & Data Book DuPont & Dow Merger Update & Highlights

Contemporary Management – Individual Project

Alaa-Eldin Hamdy

3

DuPont Introduction

E. I. du Pont de Nemours and Company, commonly referred to as DuPont, is an American conglomerate that was founded in July 1802 as a gunpowder mill by Éleuthère Irénée du Pont.

In the 20th century, DuPont developed many polymers such as Vespel, neoprene, nylon, Corian, Teflon, Mylar, Kevlar, Zemdrain, M5 fiber, Nomex, Tyvek, Sorona, Corfam, and Lycra. DuPont developed Freon (chlorofluorocarbons) for the refrigerant industry, and later more environmentally friendly refrigerants. It also developed synthetic pigments and paints including ChromaFlair.

In 2014, DuPont was the world's fourth largest chemical company based on market capitalization and eighth based on revenue. Its stock price is a component of the Dow Jones Industrial Average.

History

DuPont was founded in 1802 by Éleuthère Irénée du Pont, using capital raised in France and gunpowder machinery imported from France. The company was started at the Eleutherian Mills, on the Brandywine Creek, near Wilmington, Delaware, two years after he and his family left France to escape the French Revolution. It began as a manufacturer of gunpowder, as du Pont noticed that the industry in North America was lagging behind Europe. The company grew quickly, and by the mid-19th century had become the largest supplier of gunpowder to the United States military, supplying half the powder used by the Union Army during the American Civil War. The Eleutherian Mills site is now a museum and a National Historic Landmark.

Expansion: 1902 to 1912

DuPont continued to expand, moving into the production of dynamite and smokeless powder. In 1902, DuPont's president, Eugene du Pont, died, and the surviving partners sold the company to three great-grandsons of the original founder. Charles Lee Reese was appointed as director and the company began centralizing their research departments. The company subsequently purchased several smaller chemical companies, and in 1912 these actions gave rise to government scrutiny under the Sherman Antitrust Act. The courts declared that the company's dominance of the explosives business constituted a monopoly and ordered divestment. The court ruling resulted in the creation of the Hercules Powder Company (later Hercules Inc. and now part of Ashland Inc.) and the Atlas Powder Company (purchased by Imperial Chemical Industries (ICI) and now part of AkzoNobel). At the time of divestment, DuPont retained the single base nitrocellulose powders, while Hercules held the double base powders combining nitrocellulose and nitroglycerine. DuPont subsequently developed the Improved Military Rifle (IMR) line of smokeless powders.

Contemporary Management – Individual Project

Alaa-Eldin Hamdy

4

In 1910, DuPont published a brochure entitled "Farming with Dynamite". The pamphlet was instructional, outlining the benefits to using their dynamite products on stumps and various other obstacles that would be easier to remove with dynamite as opposed to other more conventional, inefficient means.[8]

DuPont also established two of the first industrial laboratories in the United States, where they began the work on cellulose chemistry, lacquers and other non-explosive products. DuPont Central Research was established at the DuPont Experimental Station, across the Brandywine Creek from the original powder mills.

Automotive investments: 1914

In 1914, Pierre S. du Pont invested in the fledgling automobile industry, buying stock in General Motors (GM). The following year he was invited to sit on GM's board of directors and would eventually be appointed the company's chairman. The DuPont Company would assist the struggling automobile company further with a $25 million purchase of GM stock. In 1920, Pierre S. du Pont was elected president of General Motors. Under du Pont's guidance, GM became the number one automobile company in the world. However, in 1957, because of DuPont's influence within GM, further action under the Clayton Antitrust Act forced DuPont to divest its shares of General Motors.

Major breakthroughs: 1920s–1930s

A marker outside DuPont's Belle Plant in Dupont City, West Virginia recognizes the synthesis of ammonia for commercial use.

Contemporary Management – Individual Project

Alaa-Eldin Hamdy

5

DuPont's Orlon plant in Camden, South Carolina, c. 1930–1945

In the 1920s, DuPont continued its emphasis on materials science, hiring Wallace Carothers to work on polymers in 1928. Carothers invented neoprene, a synthetic rubber;[9] the first polyester superpolymer; and, in 1935, nylon. The invention of Teflon followed a few years later. DuPont introduced phenothiazine as an insecticide in 1935.

Second World War: 1941 to 1945

DuPont ranked 15th among United States corporations in the value of wartime production contracts. As the inventor and manufacturer of nylon, DuPont helped produce the raw materials for parachutes, powder bags, and tires.

DuPont also played a major role in the Manhattan Project in 1943, designing, building and operating the Hanford plutonium producing plant in Hanford, Washington. In 1950 DuPont also agreed to build the Savannah River Plant in South Carolina as part of the effort to create a hydrogen bomb.

Space Age developments: 1950 to 1970

After the war, DuPont continued its emphasis on new materials, developing Mylar, Dacron, Orlon, and Lycra in the 1950s, and Tyvek, Nomex, Qiana, Corfam, and Corian in the 1960s. DuPont materials were critical to the success of the Apollo Project of the United States space program.

DuPont has been the key company behind the development of modern body armor. In the Second World War DuPont's ballistic nylon was used by Britain's Royal Air Force to make flak jackets. With the development of Kevlar in the 1960s, DuPont began tests to see if it could resist a lead bullet. This research would ultimately lead to the bullet resistant vests that are the mainstay of police and military units in the industrialized world.

Contemporary Management – Individual Project

Alaa-Eldin Hamdy

6

Conoco holdings: 1981 to 1995

In 1981, DuPont acquired Conoco Inc., major American oil and gas producing company that gave it a secure source of petroleum feedstock’s needed for the manufacturing of many of its fiber and plastics products. The acquisition, which made DuPont one of the top ten U.S.-based petroleum and natural gas producers and refiners, came about after a bidding war with the giant distillery Seagram Company Ltd., which would become DuPont's largest single shareholder with four seats on the board of directors. On April 6, 1995, after being approached by Seagram Chief Executive Officer Edgar Bronfman, Jr., DuPont announced a deal in which the company would buy back all the shares owned by Seagram.

In 1999, DuPont sold all of its shares of Conoco, which merged with Phillips Petroleum Company, and acquired the Pioneer Hi-Bred agricultural seed company.

1996 DuPont Dow Elastomers

DuPont Dow Elastomers opened for business in 1996 as a joint venture between DuPont and The Dow

Chemical Company, combining the global market position of DuPont with new technology from Dow.

DuPont Dow Elastomers offered a wide variety of products ranging from thermoset rubber polymers

used by the general rubber industry to high-performance fluoroelastomers used by the chemical

processing and automotive industries. Former DuPont products offered by the joint venture included

neoprene, Hypalon®, Kalrez®, Nordel® and Viton®.

Contemporary Management – Individual Project

Alaa-Eldin Hamdy

7

Activities from 2000 up to Now

DuPont describes itself as a global science company that employs more than 60,000 people worldwide and has a diverse array of product offerings. The company ranks 86th in the Fortune 500 on the strength of nearly $36 billion in revenues, $4.848 billion in profits in 2013. In April 2014, Forbes ranked DuPont 171st on its Global 2000, the listing of the world's top public companies.

DuPont businesses are organized into the following five categories, known as marketing "platforms": Electronic and Communication Technologies, Performance Materials, Coatings and Color Technologies, Safety and Protection, and Agriculture and Nutrition.

The agriculture division, DuPont Pioneer makes and sells hybrid seed and genetically modified seed, some of which goes on to become genetically modified food. Genes engineered into their products include LibertyLink, which provides resistance to Bayer's Ignite Herbicide/Liberty herbicides; the Herculex I Insect Protection gene which provides protection against various insects; the Herculex RW insect protection trait which provides protection against other insects; the YieldGard Corn Borer gene, which provides resistance to another set of insects; and the Roundup Ready Corn 2 trait that provides crop resistance against glyphosate herbicides. In 2010, DuPont Pioneer received approval to start marketing Plenish soybeans, which contains "the highest oleic acid content of any commercial soybean product, at more than 75 percent. Plenish provides a product with no trans-fat, 20 percent less saturated fat than regular soybean oil, and more stable oil with greater flexibility in food and industrial applications." Plenish is genetically engineered to "block the formation of enzymes that continue the cascade downstream from oleic acid (that produces saturated fats), resulting in an accumulation of the desirable monounsaturated acid."

In 2004, the company sold its textiles business, which included some of its best-known brands such as Lycra (Spandex), Dacron polyester, Orlon acrylic, Antron nylon and Thermolite, to Koch Industries.

In 2011, DuPont was the largest producer of titanium dioxide in the world, primarily provided as a white pigment used in the paper industry.

DuPont has 150 research and development facilities located in China, Brazil, India, Germany, and Switzerland with an average investment of $2 billion annually in a diverse range of technologies for many markets including agriculture, genetic traits, biofuels, automotive, construction, electronics, chemicals, and industrial materials. DuPont employs more than 10,000 scientists and engineers around the world.

Contemporary Management – Individual Project

Alaa-Eldin Hamdy

8

On January 9, 2011, DuPont announced that it had reached an agreement to buy Danish company Danisco for US$6.3 billion. On May 16, 2011, DuPont announced that its tender offer for Danisco had been successful and that it would proceed to redeem the remaining shares and delist the company.

On May 1, 2012, DuPont announced that it had acquired from Bunge full ownership of the Solae joint venture, a soy-based ingredients company. DuPont previously owned 72 percent of the joint venture while Bunge owned the remaining 28 percent.

In February 2013, DuPont Performance Coatings was sold to the Carlyle Group and rebranded as Axalta Coating Systems.

Chemours In October 2013, DuPont announced that it was planning to spin off its Performance Chemicals business into a new publicly traded company in mid-2015. The company filed its initial Form 10 with the SEC in December 2014 and announced that the new company would be called The Chemours Company. The spin-off to DuPont shareholders was completed on July 1, 2015 and Chemours stock began trading on the New York Stock Exchange on the same date.

DuPont will focus on production of GMO seeds, materials for solar panels, and alternatives to fossil fuels. Chemours becomes responsible for the cleanup of 171 former DuPont sites, which DuPont says will cost between $295 million to $945 million.

Merger with Dow On December 11, 2015, DuPont announced that it would merge with the Dow Chemical Company, in an all-stock deal. The combined company, which will be known as Dow-DuPont, will have an estimated value of $130 billion, be equally held by the shareholders of both companies, and maintain their headquarters in Delaware and Michigan respectively. Within two years of the merger's closure, expected in late-2016 and subject to regulatory approval, Dow-DuPont will be split into three separate public companies, focusing on the agricultural chemicals, materials science, and specialty product industries respectively. Commentators have questioned the economic viability of this plan because, of the three companies, only the specialty products industries have prospects for high growth at the time. The outlook on the profitability the other two proposed companies has been questioned due to reduced crop prices and lower margins on plastics such as polyethylene. They have also noted that the deal is likely to face antitrust scrutiny in several countries.

Contemporary Management – Individual Project

Alaa-Eldin Hamdy

9

2015 DuPont Completes Spin-off of the Chemours Company

On July 1, 2015, DuPont completed the separation of its Performance Chemicals segment through the spin-off of The Chemours Company (Chemours).

Chemours began to operate as an independent, publicly traded company with world-leading businesses in Titanium Technologies and Chemicals & Fluor products and well-established positions in attractive global markets. The spin-off advanced DuPont’s transformation to a higher growth, higher value, global science and innovation company fully focused on markets where its science provided a distinct competitive advantage and enabled the company’s drive for higher, more stable growth.

DuPont Locations

The company's corporate headquarters are located in Wilmington, Delaware. The company’s manufacturing, processing, marketing, and research and development facilities, as well as regional purchasing offices and distribution centers are located throughout the world. Major manufacturing sites include the Spruance plant near Richmond, Virginia, (currently the company's largest plant), the Washington Works site in Washington, West Virginia, the Mobile Manufacturing Center (MMC) in Axis, Alabama, the Bayport plant near Houston, Texas, the Mechelen site in Belgium, and the Changshu site in China. Other locations include the Yerkes Plant on the Niagara River at Tonawanda, New York, the Sabine River Works Plant in Orange, Texas, and the Parlin Site in Sayreville, New Jersey. The facilities in Vadodara, Gujarat and Hyderabad, Telangana in India constitute the DuPont Services Center and DuPont Knowledge Center respectively.

Contemporary Management – Individual Project

Alaa-Eldin Hamdy

10

Entrance to Washington Works in Washington, West Virginia formerly owned by DuPont, now owned by Chemours.

DuPont Values

Standing by Our Beliefs

We work collaboratively to responsibly develop innovative solutions that employ science and engineering to solve some of the world’s greatest challenges.

Our core values are the cornerstone of who we are, what we stand for and what we do. DuPont businesses help provide safe, sufficient food; ample, sustainable energy; and protection for people and the environment. Even as our company grows and the Earth’s population surges, we have never changed the commitment we share to our core values:

Safety and Health

We share a personal and professional commitment to protecting the safety and health of our employees, our contractors, our customers and the people of the communities in which we operate. Environmental Stewardship

We find science-enabled, sustainable solutions for our customers, always managing our businesses to protect the environment and preserve the earth’s natural resources, both for today and for generations into the future.

Contemporary Management – Individual Project

Alaa-Eldin Hamdy

11

Respect for People

We treat our employees and all our partners with professionalism, dignity and respect, fostering an environment where people can contribute, innovate and excel.

Highest Ethical Behavior

We conduct ourselves and our business affairs in accordance with the highest ethical standards, and in compliance with all applicable laws, striving always to be a respected corporate citizen worldwide.

DuPont Code of Conduct

The DuPont Code of Conduct provides information:

To guide employees so that their business conducts is consistent with the company's ethical standards.

To improve the understanding of the company's ethical standards among customers, suppliers and others outside the company.

Whenever you have questions or concerns regarding an ethical situation, you are encouraged to discuss these concerns with local line management. If you do not feel comfortable discussing the concerns face-to-face, you can call the DuPont Ethics and Compliance Hotline.

Such situations may include:

• Theft or fraud • Accounting or Auditing issues • Conflicts of Interest • Inappropriate business gifts • Safety, Health, or Environmental issues • Misuse of company assets • Non-compliance with laws

Contemporary Management – Individual Project

Alaa-Eldin Hamdy

12

The DuPont Ethics and Compliance Hotline is a multi-lingual, free phone number to call to report suspected violations of our Code of Conduct. The Hotline is available 24 hours a day, 7 days a week. The callers can choose to remain anonymous. If you call the Hotline, a trained specialist, who is employed by an outside firm, will listen to your concerns and take notes to prepare a report that will be forwarded to the appropriate DuPont management for review, or, in cases involving auditing, accounting or internal controls issues, to the Audit Committee of the DuPont Board of Directors.

DuPont Vision Statement & Mission Statement

Vision

To be the world’s most dynamic science company, creating sustainable solutions essential to a better, safer, healthier life for people everywhere.

Mission

To create shareholder and societal value while reducing the environmental footprint along the value chains in which we operate.

DuPont Leadership

Guiding the Company through Innovation

For more than 200 years, DuPont leaders have guided the company through great change, continually renewing our position as a leader in market-driven science and innovation.

DuPont leadership includes our Board of Directors, corporate executives and regional and functional leaders who carry responsibilities for realizing DuPont’s mission to create shareholder and societal value, while reducing our environmental footprint. They also ensure that the company adheres to our core values.

Contemporary Management – Individual Project

Alaa-Eldin Hamdy

13

DuPont Employee Responsibilities

As DuPont employees, we are entrusted with ensuring that the Company’s operations reflect responsible business practices.

Overall Responsibilities To meet this responsibility, each employee must:

• Demonstrate the DuPont core values in everyday business activities.

• Become familiar with this Code of Conduct and company policies and procedures.

• Comply with the laws, regulations, and company policies in the businesses and countries in

which the employee works. If any of these standards appear to conflict, discuss the matter with Legal. Never try to conceal a person’s failure to comply with a law, regulation, company policy or procedure.

• Never ask or allow another party, such as an outside agent, representative, supplier, or toll

manufacturer to perform an action that a DuPont employee is not permitted to do.

• Raise questions or concerns about the company’s business practices with management or others listed in Getting Assistance & Raising Concerns.

• Report suspected violations of the law, this Code of Conduct, or other company policies and

procedures, as outlined in Getting Assistance & Raising Concerns on page 35, unless following that process conflicts with local laws.

• Cooperate and provide complete and accurate information related to investigations of

misconduct.

Contemporary Management – Individual Project

Alaa-Eldin Hamdy

14

Topic-Specific Responsibilities

Employees should comply with applicable laws, regulations, and Company policies. Specific areas of compliance include the following: • Gifts & Entertainment Exchange gifts and entertainment only in rare situations, and only when

doing so is not likely to be perceived as an improper attempt to influence the participating party’s business decision.

• Bribes & Kickbacks Never, directly or through a third party, offer, provide, or accept payments

or other benefits that might be perceived as improper or illegal.

• Payments for Products & Services Ensure that company payments to outside parties are always appropriate in value and not misunderstood as being improper.

• Doing Business across Borders know local rules regarding exporting and importing products and

services, and be aware of anti-boycott requirements in countries where products, technology, or services are being traded.

• Customer, Consumer, Supplier, or other Third Party Privacy Safeguard DuPont customers’,

consumers’, suppliers’, or other third parties’ privacy by carefully guarding their information and disclosing it only to others authorized to receive it.

• Conflicts of Interest Disclose to management any personal interests that could possibly pose a

conflict with the company, including, but not limited to: outside employment; other activities and financial interests; handling and sharing inside information; business opportunities belonging to the company; and conflicts of interest involving family members and other personal relationships. Ensure that personal political contributions and activities do not involve company funds or other assets.

Contemporary Management – Individual Project

Alaa-Eldin Hamdy

15

• Company Assets Always obtain, use, share, or dispose of company property with DuPont

shareholders’ interests in mind, and in a way that demonstrates employees are good stewards of company assets. These assets include, but are not limited to: computer and communications systems; non-public information; intellectual property (e.g., patents or inventions, brands, trademarks, and copyrights); and records and expense requests. Return all company property, including written information, if departing the company.

• Company Funds Use company financial assets only for authorized purposes. Never seek reimbursement for non-business expenses or duplicate reimbursements. Ensure that travel expense reports reflect business activity only and are properly approved.

• Company “Internal Only” Information Always protects this information from unauthorized disclosure to non-company individuals.

• Company Time Do not use company time to work for an outside business or your own personal interests or businesses.

• Embezzlement, Theft, or Extortion Never take or divert property or other assets belonging to the

company, or to another person or company, through theft, fraud, deception, or extortion.

• Records & Reporting accurately create and properly maintain company records, providing only data known to be accurate. Never make or allow a misstatement in a company record. Never cover up or attempt to hide a mistake in a company record.

• Competition Practices Use only proper means of competing with other companies and in developing and maintaining relationships with customers and suppliers.

• Gathering Competitive Information Gather information about DuPont competitors only by using proper means, and never by theft or misrepresentation, or by using another person to improperly gather this information.

Contemporary Management – Individual Project

Alaa-Eldin Hamdy

16

• Government Relations If authorized to work with government officials, make certain that

relationships with government officials and employees follow the law and meets the requirements imposed by the local government and that all registration and reporting requirements are met. Ensure that actions cannot be perceived as improper or as presenting a government official with a conflict of interest.

• Environmental Protection & Sustainability In business activities safeguard the environment by

minimizing pollution, reducing waste, and following company policies and programs regarding sustainability.

• Product Stewardship Demonstrate the company’s commitment to serving as good stewards of

the products, services, and technologies the company provides to DuPont customers.

• Human Rights Abide by the company’s human rights policy and ensure that company operations appropriately address human rights concerns.

• Contacts with Outside Parties Refer contacts from outside individuals to the correct DuPont staff,

as appropriate.

• Equal Opportunity and Non-Discrimination Make staffing decisions on abilities, not on characteristics that are improper to consider.

• Respect for People Treat others with respect and never engage in any behavior that could be

perceived as harassing, hostile, or disrespectful.

• Privacy & Personal Information Show respect for others’ personal information and property, just as one would expect in return.

• Safety & Health Always take precautions to safeguard safety and health.

Contemporary Management – Individual Project

Alaa-Eldin Hamdy

17

Manager Responsibilities

Managers have a profound effect on how their employees conduct business. Employees typically learn from their managers whether business practices are considered proper or improper. Therefore, each manager has additional responsibilities to:

• Set high standards in personal actions.

• Communicate regularly and clearly about responsible business practices and their alignment with

the DuPont core values. • Treat all employees fairly. Also, help employees understand that being fair does not always mean

treating each employee exactly the same. • Communicate to employees the manager’s availability to assist them with ethics and compliance

questions, or reports of possible misconduct, without fear of retaliation. • Appropriately address an employee report of suspected misconduct.

• When an employee raises a question or concern that may be difficult for the manager to

resolve, seek assistance from Getting Assistance & Raising Concerns.

• Appropriately respond to employees’ conflict of interest situations to ensure business

decisions are wholly in the company’s best interest. These responsibilities are listed in this Code of Conduct so all employees will know the company’s expectations of managers.

Contemporary Management – Individual Project

Alaa-Eldin Hamdy

18

Violations

Ethics violations cover a variety of employee actions relating to the responsibilities listed above and are investigated by Internal Audit. These violations include, but are not limited to:

• Misstatement of official company records • Embezzlement • Theft • Conflicts of interest • Bribery, extortion, or inappropriate gratuities • Improper use of company funds • Excessive personal business on company time • Knowing non-compliance with applicable laws or regulations • Concealment of non-compliance with a company procedure, standard or policy • Unauthorized release of confidential information • Providing false information in the course of an official company investigation • Other

DuPont Approach

Applying Science to Global Challenges

Rooted in science, driven by engineering, and united by purpose, DuPont exists to solve some of the world’s greatest challenges. We are a science company with an extraordinary range of materials science, chemistry, biological science and engineering capabilities, and a corresponding breadth of products. Today, we drive progress by blending our deep customer knowledge and unrivaled expertise in applied science and engineering to meet the global challenges created by a rising population, a growing global middle class, and increasing demands on our planet’s resources. Our story will grow as the needs of the world change, but we will always remain its most dynamic and important science company.

Contemporary Management – Individual Project

Alaa-Eldin Hamdy

19

DUPONT BOARD OF DIRECTORS CORPORATE GOVERNANCE GUIDELINES

These Guidelines serve as an important framework for the Board’s corporate governance practices and to assist the Board in carrying out its responsibilities effectively. The Board reviews these Guidelines periodically and may modify them as appropriate to reflect the evolution of its governance practices.

The Board

Responsibility

The Board has an active responsibility for broad corporate policy and overall performance of the Company through oversight of management and stewardship of the Company to enhance the long-term value of the Company for its stockholders and the vitality of the Company for its other stakeholders.

Role

In carrying out its responsibility, the Board has specific functions, in addition to the general oversight of management and the Company’s business performance, including providing input and perspective in evaluating alternative strategic initiatives; reviewing and, where appropriate, approving fundamental financial and business strategies and major corporate actions; ensuring processes are in place to maintain the integrity of the Company; evaluating and compensating the CEO; and planning for CEO succession and monitoring succession planning for other key positions. Duties

Directors are expected to expend sufficient time, energy and attention to assure diligent performance of their responsibility. Directors are expected to attend meetings of the Board, its Committees on which they serve, and the Annual Meeting of Stockholders; review materials distributed in advance of the meetings; and make themselves available for periodic updates and briefings with management via telephone or one-on-one meetings.

Contemporary Management – Individual Project

Alaa-Eldin Hamdy

20

Leadership

The position of Chief Executive Officer will normally be vested in the Chair, provided however, that the position may be established independent of the Chair at the discretion of the Board.

If the Chair of the Board is not an independent director, there shall be an independent Lead Director. The independent Lead Director shall be elected by the independent Board members. The Lead Director shall serve for at least one year and shall have the following responsibilities:

presides at all meetings of the Board at which the Chair is not present, including executive sessions of the independent directors;

serves as liaison between the Chair and the independent directors reviews and approves information sent to the Board reviews and approves meeting agendas for the Board; reviews and approves meeting schedules to assure that there is sufficient time for

discussion of all agenda items; has the authority to call meetings of the independent directors; if requested by major shareholders, ensures that he or she is available for consultation

and direct communication.

Independence

A substantial majority of the Board are independent directors in accordance with the standards of independence of the New York Stock Exchange and as described in the Guidelines. See pages 6-7. The Corporate Governance Committee as well as the Board annually reviews relationships that directors may have with the Company to make a determination of whether there are any material relationships that would preclude a director being independent.

Qualifications

Directors are selected for their integrity and character; sound, independent judgment; breadth of experience, insight and knowledge; and business acumen. Leadership skills, scientific or technology expertise, familiarity with issues affecting global businesses in diverse industries, prior government service, and diversity are among the relevant criteria, which will vary over time depending on the needs of the Board. The Corporate Governance Committee considers candidates for potential nomination to recommend for approval by the full Board.

The Board does limit the number of other public company boards that a director may serve on. No director who is an executive officer of a public company may serve as a director of DuPont if he or she serves on more than a total of three public company boards, including the DuPont Board and the board of the company with which the director is employed. If a director is not an executive –

Contemporary Management – Individual Project

Alaa-Eldin Hamdy

21

Officer of a public company, he or she may serve on a maximum of four public company boards, including the DuPont Board. Directors are required to advise the Chair in advance of serving on another board.

When a director’s principal responsibilities or business association changes significantly, the director will tender his or her resignation to the Chair for consideration by the Corporate Governance Committee of the continued appropriateness for Board service.

If a director otherwise wishes to tender his/her resignation, he or she must do so by providing written notice to the Lead Director. Such resignation shall be effective only upon receipt by the Lead Director of such written notice.

No director may stand for reelection to the Board after reaching age 72. An employee director retires from the Board when retiring from employment with the Company, with the exception of the former CEO.

Size of the Board

The Company’s by-laws prescribe that the number of Directors of the Company which shall constitute the whole Board shall not be less than 10. The exact number of Directors shall be fixed from time to time by resolution of the Board.

Election

In accordance with the Company’s Bylaws, if none of our stockholders provides the Company with notice of an intention to nominate one or more candidates to compete with the Board’s nominees in an election of directors, a nominee must receive more votes cast for than against his or her election or re-election in order to be elected or reelected to the Board. The Board expects a director to tender his or her resignation if he or she fails to receive the required number of votes for re-election. The Board shall nominate for election or re-election as director only candidates who agree to tender, promptly following the annual meeting at which they are elected or re-elected as a director, irrevocable resignations that will be effective upon (i) the failure to receive the required vote at the next annual meeting at which they face re-election and (ii) Board acceptance of such resignation in accordance with the procedures specified in these Guidelines. In addition, the Board shall fill director vacancies and newly created directorships only with candidates who agree to tender, promptly following their appointment to the Board, the same resignation tendered by other directors in accordance with these Guidelines.

Contemporary Management – Individual Project

Alaa-Eldin Hamdy

22

Compensation The Board believes that compensation for outside directors should be competitive. DuPont Common Stock is a key component with payment of a portion of director compensation as DuPont stock, options or similar form of equity-based compensation, which are subject to stock ownership guidelines. The stock ownership guidelines require non-employee directors to hold until retirement all annual equity awards granted after 2011. The Human Resources and Compensation Committee reviews periodically the level and form of director compensation and, if appropriate, proposes changes for consideration by the full Board.

Annual Self-Evaluation The Board and each Committee make an annual self-evaluation of its performance with a particular focus on overall effectiveness. The Corporate Governance Committee is responsible for overseeing the self-evaluation process. Access to Management and Advisors Directors have access to the Company’s management and, in addition, are encouraged to visit the Company’s facilities. As necessary and appropriate, the Board and its Committees may retain outside legal, financial or other advisors.

Board Meetings

Selection of Agenda Items

Subject to approval of the Lead Director, the Chair establishes the agenda for Board meetings, in conjunction with Chairs of the Committees. Directors are encouraged to suggest items for inclusion on the agenda and may raise subjects not specifically on the agenda. Attendance of Senior Executives The Board welcomes regular attendance of senior executives to be available to participate in discussions. Presentation of matters to be considered by the Board is generally made by the responsible executive.

Contemporary Management – Individual Project

Alaa-Eldin Hamdy

23

Executive Sessions

Regularly scheduled Board meetings include a session of all directors and the CEO. In addition, the independent Board members meet in regularly scheduled executive sessions.

Board Committees

The Board currently has five standing Committees: (i) Audit Committee, (ii) Human Resources and Compensation Committee, (iii) Corporate Governance Committee, (iv) Environmental Policy Committee and (v) Science and Technology Committee. As set forth in the Company’s by-laws, the Board may also designate one or more additional committees. The Board also designates a Chair for each Committee and determines the appropriate number of members on each of the Committees.

Communications with Shareholders

Stockholders and other parties interested in communicating directly with the Board, Chair, Lead Director or other outside director may do so by writing in care of the Corporate Secretary. The Board’s independent directors have approved procedures for handling correspondence received by the Company and addressed to the Board, Chair, Lead Director or other outside director. Confidentiality

Under the Code of Business Conduct and Ethics for the Board of Directors, directors are required to protect and hold confidential all non-public information obtained due to their Directorship position.

Leadership Assessment

Succession Planning

The Board plans for succession to the position of CEO. The Human Resources and Compensation Committee oversees the succession planning process. To assist the Board, the CEO periodically provides the Board with an assessment of senior executives and their potential to succeed to the position of CEO, as well as perspective on potential candidates from outside the Company. The Board has available on a continuing basis the CEO’s recommendation should he/she be unexpectedly unable to serve. The CEO also provides the Board with an assessment of potential successors to key positions.

Contemporary Management – Individual Project

Alaa-Eldin Hamdy

24

CEO Evaluation and Compensation Through an annual process overseen and coordinated by the Compensation Committee, independent directors evaluate the CEO’s performance and set the CEO’s compensation.

DuPont Board of Directors - Driving Corporate Policy and Value

The DuPont Board of Directors is responsible for broad corporate policy and overall performance. Board members oversee the management and stewardship of the company to enhance DuPont’s long-term value and vitality.

In addition to oversight, the DuPont Board of Directors has numerous specific responsibilities. The directors provide input and perspective in evaluating strategic initiatives. They review and, where appropriate, approve fundamental financial and business strategies and major corporate actions, and ensure processes to maintain the company’s integrity. Board members evaluate and compensate the CEO, and monitor succession planning for the CEO and key positions.

The Board maintains five committees:

• Environmental Policy & Safety • Audit • Human Resources & Compensation • Corporate Governance • Science and Technology

Contemporary Management – Individual Project

Alaa-Eldin Hamdy

25

Edward D. Breen Lamberto Andreotti

Chair of the Board & Chief Executive Office Chairman of the Board of Bristol-Myers Squibb

Robert A. Brown Alexander M. Cutler

Chief Executive Officer of Eaton President of Boston University

Eleuthere I. du Pont James L. Gallogly

President of Longwood Foundation Former Chairman of the Management Board

Contemporary Management – Individual Project

Alaa-Eldin Hamdy

26

Marillyn A. Hewson Lois D. Juliber

Former Vice Chairman of Colgate-Palmolive Chief Executive Officer and President of Lockheed Martin

Ulf M. "Mark" Schneider Lee M. Thomas

President and Chief Executive Officer, Fresenius Former Chairman and Chief Executive Officer of Rayonier

Patrick J. Ward Erik T. Hoover

Chief Financial Officer of Cummins Inc. Associate General Counsel and Chief Compliance Officer

Contemporary Management – Individual Project

Alaa-Eldin Hamdy

27

Upholding Values, Managing the Network, and Driving Excellence Executives Leaders

The DuPont executive team includes our CEO, senior vice presidents and business presidents. They each assume top-line responsibility for upholding and enforcing our vision and core values.

Regional Leaders

Our regional and country leaders guide and manage our global network of operations, putting the DuPont vision into action. They each play a critical role in implementing our vision to be the world’s most dynamic science company by promoting safety and health, environmental stewardship, the highest ethical behavior, and respect for people.

Functional Leaders

Our functional leaders direct essential business functions and drives excellence in productivity. They oversee essential corporate divisions such as human resources, information technology, and operations, continuously driving improvements in productivity

DuPont Social Responsibility Responding to the challenge of global hunger, DuPont has announced goals for its contribution to help improve food security around the world. “No one company, country or non-profit organization can meet the challenge of feeding the world alone. But each of us can commit to doing our part and hold ourselves accountable to make a meaningful contribution to this global challenge,” said Ellen Kullman, DuPont chair and CEO. “Establishing specific, measurable goals for what we can do to address that challenge is key to turning talk into results.” DuPont’s food security goals, which address innovation, education and rural community development, will be tracked along with DuPont sustainability goals. DuPont was one of the first companies to establish sustainability goals in the 1990s and has consistently surpassed its commitments.

Contemporary Management – Individual Project

Alaa-Eldin Hamdy

28

The DuPont food security goals, to be achieved by the end of 2020, include:

Innovating to feed the world: Investing $10 billion in research and development and introducing 4,000 new products centered on producing more food; enhancing nutrition, food and agriculture sustainability and safety; boosting food availability and shelf life; and reducing waste.

Engaging and educating youth: Facilitating 2 million engagements of young people around the world in educational opportunities.

Improving rural communities: Improving the livelihoods of at least 3 million farmers and their rural communities through targeted collaboration and investments that strengthen agricultural systems and make food more available, nutritious and culturally appropriate. This is in addition to the work already being done to enhance the lives of hundreds of millions of farmers through DuPont’s normal business practices.

The DuPont food security goals were developed following a report issued last year by the DuPont Advisory Committee on Agriculture Innovation and Productivity for the 21st Century, chaired by former U.S. Senator Thomas A. Daschle of South Dakota. “I’m pleased that DuPont is marshaling its resources to address key issues from the committee’s findings. We need to follow the lead of organizations like DuPont, who commit to doing something about global food security, because they know hunger is at the heart of all other global issues,” said Daschle. DuPont was one of the first companies to publicly establish environmental goals more than 20 years ago and has broadened its sustainability commitments beyond internal footprint reduction to include market-driven targets for both revenue and research and development investment. The goals are tied directly to business growth, specifically to the development of safer and environmentally improved new products for key global markets.

Contemporary Management – Individual Project

Alaa-Eldin Hamdy

29

DuPont Sustainability

Driving Progress through Sustainability

We lead by example—creating innovative, sustainable solutions while reducing our footprint and supporting communities in which we operate around the world.

Agricultural systems that yield ample, safe and nutritious food while reducing the impact on the environment. Abundant, sustainable energy that decreases our dependence on non-renewable sources. Protection for the things that matter most the planet and its inhabitants. DuPont creates products and services that help meet these needs. And we are resolved to meet these needs responsibly, working directly in the communities in which we operate. We have committed to reducing our footprint, and encourage our partners and suppliers to work with us to enhance sustainability throughout our supply chain and theirs.

Our scientists and engineers work closely with academic institutions, governments, other companies and NGOs to develop, support and sustain scientific education and research directly focused on meeting urgent global challenges while protecting the planet and its people.

Contemporary Management – Individual Project

Alaa-Eldin Hamdy

30

In the 1990s, DuPont was a founding member of the World Business Council for Sustainable Development with then DuPont CEO Chad Holliday as chairman of the WBCSD from 2000 to 2001. The organization has developed guidelines for measuring sustainability cited by the Natural Resources Defense Council and the Environmental Defense Fund, and its Vision 2050 blueprint for slowing and reversing environmental damage has been highlighted by The Guardian.

In 2005, BusinessWeek magazine, in conjunction with the Climate Group, ranked DuPont as the best-practice leader in cutting their carbon gas emissions. DuPont reduced its greenhouse gas emissions by more than 65 percent from the 1990 levels while using 7 percent less energy and producing 30 percent more product.

In May 2007 the $2.1 million DuPont Nature Center at Mispillion Harbor Reserve, a wildlife observatory and interpretive center on the Delaware Bay near Milford, Delaware was opened to enhance the beauty and integrity of the Delaware Estuary. The facility will be state-owned and operated by the Delaware Department of Natural Resources and Environmental Control (DNREC).

In 2010, researchers at the Political Economy Research Institute of the University of Massachusetts Amherst ranked DuPont as the fourth largest corporate source of air pollution in the United States. DuPont released a statement that 2012 total releases and transfers were 13% lower than 2011 levels, and 70% lower than 1987 levels. Data from the EPA’s Toxic Release Inventory database included in the Political Economy Research Institute studies likewise show a reduction in DuPont’s emissions from 12.4 million lbs of air releases and 22.4 million lbs of toxic incinerator transfers in 2006 to 10.94 million lbs and 22.0 million pounds respectively in 2010. Over the same period, the Political Economy Research Institutes Toxic score for DuPont increased from 122,426 to 7,086,303.

One of DuPont's facilities was listed No. 4 on the Mother Jones Top 20 polluters of 2010, legally discharging over 5,000,000 pounds (2,300,000 kg) of toxic chemicals into New Jersey/Delaware waterways.

Contemporary Management – Individual Project

Alaa-Eldin Hamdy

31

In 2012 DuPont was named to the Carbon Disclosure Project Global 500 Leadership Index. Inclusion is based on company performance on sustainability metrics, emissions reduction goals, and environmental performance transparency. In 2014 DuPont was the top scoring company in the chemical sector according to CDP, with a score of "A" or "B" in every evaluation area except for supply chain management.

Between 2007 and 2014 there were 34 accidents resulting in toxic releases at DuPont plants across the U.S., with no fewer than 8 fatalities. Four employees died of suffocation in a Houston, Texas accident involving leakage of nearly 24,000 pounds (11,000 kg) of methyl mercaptan. As a result, the company became the largest of the 450 businesses placed into the Occupational Safety and Health Administration's "severe violator program" in July 2015. The program was established for companies OSHA says have repeatedly failed to address safety infractions.

DuPont was part of Global Climate Coalition, a group that lobbied against taking action on climate change.

Product Stewardship

Every day, literally millions of products come from DuPont and its affiliates to customers, distributors, and other business associates around the globe.

At DuPont, Product Stewardship is the business process responsible for the management of a product throughout its existing life cycle focusing on the health, safety and environmental issues at each phase.

Product Stewardship requires good communication along the product life cycle to assess the needs of all our stakeholders involved. This includes working with our customers to develop appropriate risk management measures and to address their emerging needs for the products and services we supply to them. These activities may include the development of safety data sheets and labels (indicating hazard and use information), training, facilitating product stewardship reviews and the publication of information such as Product Use, Storage and Handling (PUSH) bulletins.

Contemporary Management – Individual Project

Alaa-Eldin Hamdy

32

The product Life Cycle begins at the start of the development stage and continues along the product trail from raw materials to ultimate fate (e.g., recycling, reuse, refurbish, or environmental impact) with suppliers, manufacturers, distributors, customers, and consumer impacts identified.

DuPont employs country, regional and business product stewards that have the overall responsibility to manage product stewardship reviews, existing and emerging regulations, material registrations, manufacturing, distribution, packaging, and other requirements, as needed.

At DuPont there are internal Policies, Standards and Procedures specific to product stewardship and regulatory requirements that help product stewards manage the products or services that they are responsible for. For example, there is a DuPont standard that defines the requirement to complete a product stewardship review for all products before commercialization and a procedure that serves as a guide to doing the review.

DuPont also participates in relevant trade and industry associations as the American Chemistry Council (ACC), the European Council of the Chemical Industry Federations (CEFIC) and the Japan Chemical Industry Association and works with other key stakeholders on the development of standards, and partners with governmental and non-governmental organizations (NGOs). DuPont has established a series of position statements to address stakeholder concerns.

We affirm to all our stakeholders, including our employees, customers, shareholders and the public, that we will conduct our business with respect and care for the environment. We will implement those strategies that build Sustainable Growth and achieve the benefit for all our stakeholders without compromising the ability of future generations to meet their needs.

Contemporary Management – Individual Project

Alaa-Eldin Hamdy

33

DuPont SWOT Analysis

“SWOT is an acronym for the internal Strengths and Weaknesses of a firm and the environmental

Opportunities and Threats facing that firm. SWOT analysis is a widely used technique through which

managers create a quick overview of a company’s strategic situation. The technique is based on the

assumption that an effective strategy derives from a sound “fit” between a firm’s internal resources

(strengths and weaknesses) and its external situation (opportunities and threats). A good fit maximizes

a firm’s strengths and opportunities and minimizes its weaknesses and threats. Accurately applied, this

simple assumption has powerful implications for the design of a successful strategy.”

Location/Type of factors

Favorable

Unfavorable

Internal

Strengths

Leading market position

Strong R&D capabilities

Diversified revenue stream

Weaknesses

Administrative action Legal proceedings

External

Opportunities

Technological advancements

Growing photovoltaic (PV) solar

energy market

Aging global population and

increasing healthcare spending

Expansion of Animal Health

Solutions

Business in Asia

Threats

Economic slowdown in the US and the

European Union

Risks associated with conducting

business outside the US

Environmental regulations

Contemporary Management – Individual Project

Alaa-Eldin Hamdy

34

DuPont Value Chain Analysis

In 2004 DuPont move from functional supply chain to strategic part of both to corporate and individual business units. Very first step is to identify and validate each goal against competition through benchmarking at the corporate level. The benchmark was identified $1billion as working capital and $600billion in cost over several years while increasing product line.

Key related matrix on inventory performance and customer service and lead time in supply chain would help to compare performance internally and externally against competitors these goals consider as critical points in strategic plan in 2004 and 2005 DuPont work on system, process challenges. Furthermore, DuPont think that their employees are chemical engineer but they lacked fundamental supply chain practices DuPont shifted its focus to employee’s capability for fundamental supply chain management.

DuPont PESTLE Analysis Political

DuPont is USA based IT and chemical solution providing company. It has a stable economy and government system. That leads to a Positive impact on businesses. It also supports Privatization of economy and innovation. USA has a strong democratic setup and effective rule of law, with elections that are considered fair and transparent. The country enjoys massive political and economic influence over both national and global policymaking, and is recognized as the leading superpower in the world. Tariff policy indicated the direction of U.S. Foreign policy toward a particular nation or bloc of countries. It could be used as a defensive tool. Low corporate tax rates are critical to allowing American chemical companies and other manufacturers to compete effectively in global markets. To help promote innovation in the business of chemistry and overall U.S. manufacturing, tax policy must advance research and development and protect America’s intellectual and technological capital.

Contemporary Management – Individual Project

Alaa-Eldin Hamdy

35

Economical DuPont was establish in 1802 and it has achieved its target point now expand in more than 70 countries with expansion of product line.US industries have achieved its target and now they are producing sustainable products and services means Good economic Conditions. The Growth is seen to be Positive. Economic growth of DuPont is as follows depicting a positive image:

• Revenue were 35310$ • Payment to Government 1167$ • Dividend payment 2058$

Taxes and its impact is as follows: As more the taxes, more investor turnover rate in that country. Tax rate is different in most develop countries is

• North America= 713 • Asia= 134 • Latin America= 103 • Europe= 217

That’s why DuPont is targeting Developing countries more. Interest rate has its own impact. The more interest rate in US for lending more people prefers to invest here. As in USA interest rate for saving purpose is less than 2% so it discourages them to save money. It is beneficial for US companies to do business there. In 2012 it was 1.4% and in 2013 it was 1.7%. Socio-cultural factors US total Population is approximately 320,596,000. Population growth rate is positive at 0.7%. Developed countries are seeking new technology and favors new innovative businesses. About 82% of Americans live in urban areas. Income distribution is also greater in USA thus I.T supporting businesses will flourish in Countries like USA who favors and support IT business In countries like USA people are more work oriented, quality oriented, work oriented, growth oriented. They have more awareness about their rights .the Literacy rate is also approx. 99%. They have a welcoming attitude towards innovation and new ideas. More income shifts to the wealthy, which tend to spend less of each marginal dollar, causing consumption and therefore economic growth to slow. Greater social mobility due to income distribution

Contemporary Management – Individual Project

Alaa-Eldin Hamdy

36

Technological

Technology is improving the nutritional values of food. Introduce the (GTS) geographical information system, (GPS) global positioning system, (RS) removing sense. By using all above systems formers can maximize the benefit and reduce the cost ratio. Speed of new Technology is High as well it life is Less Kevlar Fiber: use to check the earth 10miles below the surface. Expenditures on R&D: There is trend of expenditure on R&D by US 2007=2.7, 2008= 2.8, 2009= 2.7, again in 2012= 2.7 In other countries Japan and South Korea expenditure is above 2.9 per year. Legal

I. Competition law

DuPont is 33rd largest company of USA who provide chemicals and its main competitors are arch-river, BASF AG where DuPont compete by offering differentiated product with petro chemical operations.

II. US anti-trust law:

In legal law US prohibit those practices which restrict free trading and competition among companies. Super visioning the merger and acquisition of larger corporations that are considered to be threaten competitive environment prohibited all together.

III. Employees health safety law

Learning and practice program about new technology. Safety programs protect employees from injury and transform workplace safety. HR training programs: create a respectful workplace. Faster ethical decision making. Develop the skillful employees. Maintains and reliability training: improve employee’s core, industry and job specific competencies. Enhance operational efficiency IV. Product safety

US laws about safety of products and friendly usage: product develops through bio technology go through rigorous testing regularity excretion for food.

Contemporary Management – Individual Project

Alaa-Eldin Hamdy

37

Environmental

I. Automotive sector Transportation Equipment Manufacturing, Motor Vehicle and Motor Vehicle Parts and Supplies Merchant Wholesalers, and Automotive Repair and Maintenance. Industries and facilities in these sectors engage motor vehicle manufacturing, sales and salvage, and repair and maintenance services, for cars, trucks, trailers, and other motor vehicles.

II. Construction Construction of buildings or engineering projects (e.g., highways and utility systems) Establishments such as new construction and establishments primarily engaged in subdividing land for sale as building sites also are included in this sector. Electric power generation, transmission and distribution

III. Utility sector Electric power generation, transmission and distribution are part of the utilities sector. This sector includes all electric generating facilities powered by fossil fuels, including coal, petroleum, or gas as the power source.

IV. Transportation and Warehousing This includes industries providing transportation of passengers and cargo, warehousing and storage for goods, scenic and sightseeing transportation, and support activities related to modes of transportation. Establishments in these industries use transportation equipment or transportation related facilities as a productive asset.

Contemporary Management – Individual Project

Alaa-Eldin Hamdy

38

DuPont Five Forces Analysis (Porter’s Model)

I. Threat of new competitors

I. Tariffs and international trade restrictions & Regulatory Policies President Obama introduced new Trade policies in Jan 2015 that leads to increase in trade and low tariffs hence Low Barriers for Entrants. This will allow for increases in the number of new competitors, hence, an increased risk of more competitive market.

II. Capital Requirements

The capital requirements are very high, as the entry costs are high. Also, the finance required to bring oneself to the level of DuPont, a well-established company will be difficult for the new entrant. Cost of production will be high initially, hence High Barrier for Entrants.

III. Brand Preference

DuPont is well established for more than 200 years. It has made his name in the market on the basis of trust, quality and consistent customer satisfaction. Hence, the Barrier for new Entrant will be high.

IV. Distribution Channel In order to establish in the market, the new Entrants need a worldwide distribution channel. The need to have diverse field distributors and the country to country difference of laws and agreements would render the new Entrant‘s competitive power Low.

V. Cost and Resources are not Related to Size DuPont is a well-established business encompassing 15 diversified industries and boasts latest innovative technology. The worldwide operations and logistics of company would prove a high barrier for a new competitive Entrant.

Contemporary Management – Individual Project

Alaa-Eldin Hamdy

39

VI. Economies of Scale Being a large scale business established and expanding over the last two centuries, Dupont has achieved the economy in scale by virtue of large scale production. Hence the new entrants will have to face this hurdle, a barrier for new entrant.

Conclusion: Barriers are high

II. Threat of Substitutes Products

I. Availability & Affordability If the new entrants or competitors target specified segments with the strategy of low prices and aim to be global this can be a high power threat.

II. Quality and attributes Competitors are attracting the customers with low prices for the same quality and attributes. Hence this also makes the threat power high.

III. Switching costs 15 industries means a larger of competitors with large range of similar products hence low cost of switching and power is high.

Conclusion: High power of Substitute Products

Contemporary Management – Individual Project

Alaa-Eldin Hamdy

40

III. Bargaining power of suppliers

I. Supplies Availability, Affordability & Quality & Attributes Strategic Planning and Supply chain Partnering and Low Cost of supplies from under develop regions. This threat’s power is low.

II. Number of Supplier DuPont has high number of suppliers that includes global suppliers too hence this is also a low power threat.

III. Switching Costs Diverse Industries means large of suppliers with large range of similar products hence low cost of switching and power is low.

IV. Differentiation products Supplies are differentiated because of the differentiated product line but due to agreements, law and order, government support supply chain partnering. Its power is low.

Conclusion: They have low bargaining power

Contemporary Management – Individual Project

Alaa-Eldin Hamdy

41

IV. Bargaining power of buyers

I. Switching costs

15 industries means a larger of competitors with large range of similar products hence low cost of switching and power is high

II. Number of buyers

DuPont has a large market size. It also has some untapped markets that it plans to target next such as in developing countries. It has 15 industries that mean it targets huge markets hence making this power low.

III. Pressure and demand from buyers There is a great pressure and demand from buyers due to changing market trends, new technologies and innovation that leads to change in tastes of the buyers. This may lead to switching brands if not met by their requirements. there is a high choice in brands hence power is high.

Conclusion: They have low to medium bargaining power V. Rivalry in existing markets

Competitors may have the tactics of differentiated price than DuPont as in low price for same quality products and targeting specified segments and niches with a high frequency. They are also reaching towards the under developed countries with similar products and keeping low prices giving a good competition and creating rivalry. They are learning from DuPont’s existing strategies and its curve. But they lack on term of diversification when compared to DuPont. It also lacks on other basis such as economies of scale and size. Large and strong markets require innovative products that lead to opportunities of competitors to take away DuPont’s innovative products. Strategic moves of logistics, marketing and government support factors are also there.

Conclusion: Power is Medium to High

Contemporary Management – Individual Project

Alaa-Eldin Hamdy

42

DuPont TOWS Matrix Matrix is proposed in which 'T' stands for threats, 'O' for opportunities, 'W' for weaknesses and 'S' for strengths. The primary concern here is strategies, but this analysis could also be applied to the development of tactics necessary to implement the strategies, and to more specific actions supportive of tactics. 1- The WT Strategy (mini-mini). In general, the aim of the WT strategy is to minimize both weaknesses and threats. A company faced with external threats and internal weaknesses may indeed be in a precarious position. In fact, such a firm may have to fight for its survival or may even have to choose liquidation. But there are, of course, other choices. DuPont needs develop relationship with other countries. They have to reduce all the weaknesses and threats w.r.t to DuPont. (2) The WO Strategy (mini--maxi) The second strategy attempts to minimize the weaknesses and to maximize tile opportunities. A company may identify opportunities ill the external environment but have organizational weaknesses which prevent the firm from taking advantage of market demands. If DuPont focuses on health concerns, it can entre many Asian countries as well the countries it feel that due to American weak relationships they are hesitant to entre in such countries. If they are successful in introducing such technology that is a need of rest of the world those countries will offer them Zero or low tariffs. (3) The ST Strategy (maxi-mini) This strategy is based on the strengths of the organization that can deal with threats in the environment. The aim is to maximize the former while minimizing the latter. Through the government support they can minimize the risks of conducting business outside America. The diversification of DuPont in such wide industries can slow the growth of their emerging competitors. Conducting businesses in Asia and other countries can minimize the risk of economic down turns of US economy. (4) The SO Strategy (maxi-maxi) Any company would like to be in a position where it can maximize both, strengths and opportunities. Such an enterprise can lead from strengths, utilizing resources to take advantage of the market for its products and services. Get the best technology from around the globe to grab even more market share and become market leader. Have strong R& D and select countries that will be more concerned for health care. Through the government support they can entre in Asia.

Contemporary Management – Individual Project

Alaa-Eldin Hamdy

43

DuPont Space Matrix

After the analysis of all the details we conclude that in Competitive advantage, Market share is best for DuPont. Similarly the brand image of DuPont is at an excellent pace. As the technological advancements are taking place rapidly the DuPont is coping with them at a good rate but needs to be equivalent of wants to succeed at higher rate hence is marked as -2 Yet again the loyalty and PLC and supplier relationships are in a good position. Coming towards the Environmental Stability all factors are under the control of DuPont and are enough favorable but as DuPont is moving towards the whole world as target market, its competition is increasing hence is somehow not favorable that’s why rated as -4 Coming towards the financial strength all factors are favorable for DuPont but they need to work on reducing the turnover rates of inventory as they are counting and increasing the overhead costs for them and similarly they need to be in a position where they can be in good liquidity rate that’s why rate as +4

Contemporary Management – Individual Project

Alaa-Eldin Hamdy

44

Least coming towards the industry strength they need to make sure that new competitors have a hard time in entering into the industry and US right now is providing opportunities for new entrants but DuPont has an advantage that all new entrants can’t have competition at the level of DuPont that’s why marked as +4 After the results the both values (3.50, 3.17) lies in the first quadrant that is the Aggressive Approach. DuPont can undertake following strategies like Market penetration by introducing its products in all markets deeply, market development going into Asian Markets, product development, Innovative products. Backward integration, forward integration, horizontal integration, conglomerate diversification, concentric diversification or a combination strategy all can be feasible.

Contemporary Management – Individual Project

Alaa-Eldin Hamdy

45

DuPont Strategic Management

DuPont Growth Strategy

“Challenges represent huge opportunities for our company" 1- Building three world leading, integrated competencies. 2- Driving cross - company enablers to maximize returns, innovation, productivity and engagement / growth in emerging markets 3- Proactively managementing portfolio. “What the world needs today are leaders with courage of their conviction and the skill to earn people's trust." 4 behavioral principles: 1- Engagement 2- Setting the right tone 3- Being an enabler 4- Accountability

DuPont Strategic Pillars For Growth - Scientific capability

“A company needs to grow in order to satisfy shareholders and create returns" 1. Agriculture and nutrition 2. Industrial Bio sciences 3. Advanced materials

Contemporary Management – Individual Project

Alaa-Eldin Hamdy

46

Evaluating DuPont Strategy

Strategic & Financial Objectives

- Reduction of Green House Gas Emissions by 15 % - Reduction 25 % - Reduction of Water Consumption by 30 % - Reduction 33% - Take DuPont Global in 90 Countries - Operating in 109 Countries - Cutting Costs by 1.7 Billion dollars 2017. - Approach Of Saving Money - Earnings per share of 1.34 $

Industry wise performance

Two Most Important Businesses Are Performance & Safety Materials And Agriculture & Nutrition Based Products, Accounting For Almost 40% And 29% Market Share. There could be 10% upside to the Trefis price estimate if gross margins for the division were to reach 29% instead of the current 27% Trefis forecasted. There could be 10% upside to the Trefis price estimate if market share was to reach close to 4.5% - 4.6% by the end of the forecast period.

Profit Margins

The Company's Shares Were Down 1.6 Percent at $71.66 DuPont, Which Receives 60 Percent Of Sales From Outside The United States, Said It Expects A Strong Dollar To Reduce Its 2015 Profit By 80 Cents Per Share, Higher Than Its Earlier Forecast Of 60 Cents. DuPont Is Targeting Annual Cost Cuts Of $1 Billion And Expects The Savings To Add 40 Cents Per Share To 2015 Profit. Two-thirds Of Its Cost Savings Target from Work Force Reduction. Net income attributable to DuPont fell 28 percent to $1.03 billion, or $1.13 per share Sales fell 9 percent to $9.17 Billion Lower Sales in All Of Its Businesses.

Contemporary Management – Individual Project

Alaa-Eldin Hamdy

47

Stakeholders of DuPont

Criticized DuPont for missing earnings expectations. The activist investor wants DuPont to separate its materials businesses from its nutrition and health, agriculture, and industrial biosciences divisions. DuPont, which is in the process of spinning off its performance chemicals unit, has rejected the demand. Conflict of Service Outsourcing.

Acquisition of Customers

109 countries, Developed and Developing countries. Low Tariffs & Government Support. Diversification in Major Industries. DuPont Major Customers Tereos Sibur Farmers In Bulgaria Firefighting Company in UK Veitsiluoto Mill Ukrainian And Russian Farmers

40 % of DuPont’s Market Share in Agricultural Industry.

Contemporary Management – Individual Project

Alaa-Eldin Hamdy

48

Core Competencies of DuPont

DuPont have core competencies on two main areas which include

Titanium dioxide

DuPont Titanium Technologies is the world’s largest manufacturer of titanium dioxide products include coatings, plastics, laminate and paper products DuPont Titanium Technologies is the world’s largest manufacturer of titanium dioxide products. We are dedicated to providing value for our customers, who subsequently supply the world with coatings, plastics, laminate and paper products. We deliver industry-leading innovation that addresses the growing worldwide demand for high quality titanium dioxide by working to create brighter, more efficient pigments. Even beyond the products we deliver, we also strive to be a partner that enables the development of sustainable solutions to customer challenges, further enhancing their business performance.

Fluor chemical production

DuPont is one of the world’s most innovative suppliers of fluorine-based chemicals. DuPont fluorochemical intermediates are key ingredients in the development of formulated product in a variety of applications, including coatings, printing inks, paper products and textiles. Examples of properties of products formulated with DuPont fluorochemical intermediates include:

• Low surface energy

• Chemical and moisture resistance

• Oil and grease resistance

• Adhesion to low-energy surfaces

• Low refractive index

• Surface lubricity

• Soil and dirt resistance

• include Fluor chemicals provide solutions in cooling, energy, electronics, personal care, and communications applications, including Air conditioning and refrigeration

Contemporary Management – Individual Project

Alaa-Eldin Hamdy

49

A distinctive competence is something that a company does better than its rivals

• DuPont, a market leader in terms of production capacity of the pigment, also has an advantage in the form of advanced manufacturing facilities. That could process both high and low concentration ores to produce a superior TiO2, through the chloride route. This helps the company manage its production cost effectively depending upon the market dynamics.

• Feedstock Prices and DuPont’s Advantage:

Pigment producers were under pressure because of higher feedstock prices due to supply shortages. And the main supplier was Rio Tinto, Iuka Resources and Troop due to shortage and few suppliers there is no options to competitor to purchase it. In this environment its manufacturing facilities can process a variety of feedstock grades to produce the pigment it allows the company to manage its production costs effectively, according to the demand scenario

Is the resource strength hard to copy?

• DuPont’s feedstock flexibility as an advantage over other players in the market. They produce pigment through the chloride route

• which is preferred over the sulphate process due to lower associated costs and better pigment properties like color brightness, durability.

DuPont Ethics & Compliance Program

Ethics and compliance are important priorities for DuPont.

The General Auditor and Chief Ethics and Compliance Leader leads Ethics and Compliance Central, a team that works with senior leaders across DuPont to ensure that the company advances these priorities. Excellence in our ethics and compliance efforts creates a competitive advantage and fosters sustainability in our operations.

Contemporary Management – Individual Project

Alaa-Eldin Hamdy

50

Ethics & Compliance Central comprises several senior employees and legal counsel. Compliance Officers are deployed globally and are focused on compliance risk areas. They are accountable for the vision, framework, policies and key performance indicators of the ethics and compliance program, and are responsible for ensuring that each business operates and maintains an effective program in identified compliance risk areas. Together, Ethics & Compliance Central and line management elevate the importance of core values throughout the company by promoting and fostering a corporate culture of the highest ethical standards, internal controls, and compliance with laws. This is achieved through coordinated communications, training, internal investigations, and risk assessments. They help employees understand how the company formally manages ethics and compliance matters, are responsible for the corporate-wide training programs, and provide information on ethics and compliance oversight and accountability

DuPont HR Planning

Human resource management involves different strategies to address the workforce needs of this diversified business organization. This diversification imposes significant challenges to human resource managers of the company. Nonetheless, there are certain HRM approaches that are generally applied to different areas of DuPont. For instance, in human resource planning, DuPont’s HR managers focus on the effective use of forecast information to minimize the surplus or shortage of employees, and to establish a balance between the supply and demand for qualified employees. DuPont’s job analysis and design approaches are also varied because of the different types of jobs in the different businesses of the company.

Human Resource Planning

Human resource managers at DuPont use trend analysis and scenario analysis for forecasting. Trend analysis is a quantitative technique that allows the company to predict possible HR demand based on current conditions and changes in the business. Scenario analysis is DuPont’s qualitative technique for forecasting HR demand. Scenario analysis involves analyzing different combinations of variables to predict HR demand for each resulting scenario. In this way, DuPont uses a combination of quantitative and qualitative techniques for forecasting HR demand.

Contemporary Management – Individual Project

Alaa-Eldin Hamdy

51

Surplus & Shortage of Employees

Concerns about surplus or shortage of employees at DuPont are mostly in the production processes, In developing and providing chemical products, human resource surplus and shortage are not a significant concern. For production processes, DuPont’s human resource management identifies possible surpluses and shortages through forecasting techniques. Thus, the company’s human resource planning includes forecasted surpluses and shortages of human resources. Such information is used for recruitment and scheduling.

Balancing Supply and Demand

DuPont’s human resource management faces minimal problems when it comes to balancing HR supply and demand. Even if demand chemical products increase, DuPont does not need to commensurately increase its human resources in these business areas because of the nature of these products. Still, the company needs to address HR supply and demand in other areas, such as the production and distribution of chemical product. For these areas, DuPont uses a flexible strategy where new employees are hired based on forecasts of human resource needs.

The combination of DuPont’s HR management approaches for forecasting, identifying issues with surplus and shortage of employees, and balancing of human resource supply and demand effectively supports the human resource needs of the firm. DuPont uses conventional methods and techniques together with advanced information systems to analyze human resource data to support human resource management decisions.

DuPont Job Analysis and Design

DuPont’s organizational design enables the company to flexibly address human resource needs. The interconnections in the firm’s matrix organizational structure allow human resource managers to easily identify cross-linkages among different parts of the organization and use this information for the processes of job analysis and design. Thus, DuPont’s organizational design facilitates and optimizes human resource management activities, particularly in job analysis and design.

DuPont uses a combination of worker-oriented job analysis methods and work-oriented job analysis methods. However, the company emphasizes the use of work-oriented job analysis methods in jobs like those in research and development, as well as jobs in product design and manufacturing. DuPont emphasizes the worker-oriented job analysis methods in jobs that require significant interpersonal skills, such as human resource management positions.

Contemporary Management – Individual Project

Alaa-Eldin Hamdy

52

Because of the large size of the organization, DuPont has highly varied job descriptions and specifications. The job descriptions and specifications for positions in product development, for instance, significantly differ from the job descriptions and specifications for positions in human resource management. Nonetheless, DuPont emphasizes certain characteristics in all employees, such as smartness and drive for excellence in all job positions throughout the organization.

DuPont Recruitment Strategy

Different sources are used in DuPont’s recruitment strategy. The company has a large organizational size and a diverse workforce. This aspect of the firm’s human resource management has a decentralized system that uses local information as basis for recruitment processes. In relation, the sources of the workers are typically the localities where DuPont branches operate.

DuPont’s methods in its recruitment strategy include online recruitment, direct recruitment at localities, and recruitment through academic institutions. These HR management methods in the recruitment strategy ensure a diversity of applicants. For instance, the online method allows the firm to reach applicants who are not near DuPont plants. Referrals help the company get qualified applicants based on reliable referrers.

A recommendation for DuPont’s recruitment strategy is to improve its recruitment process through new strategies for global competitiveness of human resources. DuPont’s workforce is already locally competitive. This recommendation for global competitiveness of HR should allow the firm to address changes in the global business environment. Such global competitiveness is critical because DuPont is already a global business. Emphasis must include diversity and the ability of employees to deal with diverse populations of customers.

Selection: Steps in the Selection Process at DuPont

The steps in the selection process at DuPont are mainly based on the ability of applicants to handle chemical sales transactions, R&D and human resource management tasks. However, the following steps are appropriate to the situation of the company:

Step 1: Background check on the applicant, including educational background, work experience and personal interests. DuPont’s emphasis in this step is on determining the applicant’s potential to satisfy the demands of the job. This means that the applicant should possess the qualities necessary to reach the expected productivity level.

Contemporary Management – Individual Project

Alaa-Eldin Hamdy

53

Step 2: Evaluate the applicant’s knowledge, skills and abilities. The applicant must possess suitable and adequate knowledge, skills and abilities to fulfill the job position, based on DuPont’s needs and standards.

Step 3: Evaluate the person-organization fit. The applicant’s qualities must match DuPont’s organizational environment. Does the applicant have values similar to the values of firm? Does the applicant have a background that does not go in conflict with the organizational culture? Emphasis should be on a good alignment between the applicant and DuPont’s organization.

Step 4: Determine the applicant’s willingness to work at DuPont. The applicant must be flexible enough to contribute to the firm’s organizational flexibility.

DuPont Employee Retention Strategy

DuPont must maximize employee retention to minimize financial loss linked to turnover. Higher turnover leads to higher financial loss, considering HR expenditure for recruitment, selection and training. Employee retention at DuPont is achieved through a combination of approaches. The company’s human resource management uses the following employee retention strategies:

1- Recognition based on the employee’s performance

2- Benefits based on the employee’s status or position

3- Incentives based on the employee’s status or position

DuPont Employee Training

In needs analysis, DuPont determines how jobs fit the employees, and how these jobs fit the business environment. For instance, needs analysis is used to determine if a worker’s needs are satisfied. DuPont’s human resource managers also use needs analysis to check if employees satisfy the firm’s needs and requirements. Department managers conduct needs analyses. The results are relayed to DuPont’s corporate HR at the headquarters, where corporate managers determine the changes and strategies needed in the workforce.

Contemporary Management – Individual Project

Alaa-Eldin Hamdy

54

A needs analysis at DuPont reveals at least the following information:

1- The need for diversified human resources in all DuPont locations

2- The need for a more technologically savvy workforce

The company’s human resource managers prefer traditional face-to-face training programs to ensure quality of service.

DuPont Performance Management

Performance Planning DuPont’s performance planning is based on three main dimensions that relate with the needs of its chemical business:

1. Customer service orientation 2. Decision-making and results orientation 3. Analysis and problem-solving

DuPont uses the customer service orientation to directly address its human resource management concerns, emphasizes the customer service orientation in performance planning, the decision-making and results orientation is applied for all positions, although it is emphasized in planning for managerial and supervisory positions. DuPont’s human resource management objective in using this orientation is to optimize organizational resilience through effective decision-making. In addition, analysis and problem solving is also used for performance planning, but more so for managerial positions. DuPont expects managers to effectively analyze and solve problems in the workplace. These dimensions are included in the performance appraisals conducted at the company. DuPont’s human resource management considers these dimensions as essential for planning for adequate workforce performance.

Measurements and Standards DuPont has different standards for different types of jobs and at different levels of the organizational structure. For instance, the company has productivity standards emphasized for warehouse personnel. Decision-making and financial performance standards are usually emphasized in managerial positions. In contrast, standards for problem solving and planning have more weight in managerial and supervisory positions.

Contemporary Management – Individual Project

Alaa-Eldin Hamdy

55

Performance Problems DuPont experiences a variety of performance problems. However, some of the most significant are as follows:

1- Lost productivity because of tardiness and absenteeism

2- Inaccuracies or errors in recording or reporting

3- Negativism or hostility in customer relations or workplace relations

Some productivity issues are linked to tardiness or absenteeism, which DuPont uses as grounds for termination. DuPont’s human resource management provides training programs to minimize errors and inaccuracies. The company also changes its processes and procedures to address possible contributors to such errors and inaccuracies. In addition, negativism is a frequent human resource management problem in many organizations. At DuPont, negativism leads to lower productivity of teams and reduced effectiveness of managerial or supervisory staff. To address this problem, DuPont encourages employees to participate in organizational activities, including socials. Also, the firm provides benefits and incentives to help reduce negativity in the workplace. DuPont’s human resource management is always on the lookout for other performance problems that can be solved through HR training, compensation, and related approaches.

Most effective Leadership & Management Styles & Approaches

The essential part in the process of managing the subordinates is to co-ordinate and guide with the activities they are making efforts in, to achieve the goals and objectives of the organization. In this process it is very important for the leader to choose an appropriate form of behavior and action. As being a central feature the performance of the organization totally depends on the leaders. Therefore the leader needs to understand which style of leadership influence to the success of organization.

Today things are changing rapidly innovation has become the part of our life. In my opinion theory X & Y created by Douglas McGregor. Leaders should bring theory Y into practice where McGregor believes that employees are motivated not just by material needs, but also by higher level needs such as self-esteem and a sense of fulfillment.

Contemporary Management – Individual Project

Alaa-Eldin Hamdy

56

Since these are continuous needs throughout life, managers should address these needs when seeking to motivate employees. Giving employees more authority, broadening the scope of their jobs, and allowing them to have a say in decision-making can all motivate employees to work hard for the organization. And according to me it is essential to know the thoughts of employees by using feedback, who knows that which idea can lead to success of the organization. So the best way to open up the employees is allotting them the power of decision making, motivating them to do things on their own.( Laurie J,10th edition)

DuPont thinks that the organization growth depends on the employees. For efficient working employees must be satisfied with the organization. To keep its employees satisfied the leaders of the organization have adopted a particular type of leadership style.

DuPont needs staff that can recognize customer needs for that leaders of DuPont thinks they should first recognize employee’s needs. DuPont recognizes that employee motivation is important for the continued growth of the company. Therefore DuPont motivates its employees by increasing their knowledge, skills and job satisfaction through training and development and providing relevant and timely reward and recognition. This kind of leadership decision creates a satisfaction of promotion in future as a reward for hard work which motivates an employee to work efficiently.

It even creates a long term career opportunity for the existing employees. The company carries annual discussion plan and also implemented 360 degree feedback for every employee. And accordingly company works on development of every employee. DuPont provides opportunities for its managers and staff to take a share and a greater interest in their own employment. As each and every person is a different individual, with different needs and aspirations, this type of leadership style allows recognition of abilities and achievement as well as the area of development of each employee.

This benefits the individual by providing career progression. It also benefits DuPont by ensuring the business can deliver high levels of customer service through its skilled employees.

Therefore it is more likely to say that leaders should not act as dictators, whereas they should be the part of each and every employee in the organization. We live in a diverse world today with different ethics ,cultures, views, languages , religions and for a leader it is very important to adapt all these within him/her to understands the subordinates and motivate them and bring success for the company

Contemporary Management – Individual Project

Alaa-Eldin Hamdy

57

DuPont Three Strategic Priorities

Three Strategic Priorities that Guide Our Work

DuPont science and engineering help provide safe, sufficient food; ample, sustainable energy; and protection for people and the environment. Our three strategic focus areas—Agriculture & Nutrition, Bio-Based Industrials and Advanced Materials— draw on large, attractive markets that reward innovation, respond to clear global trends driving market growth, and provide a rich set of growth opportunities linked to our unique competitive advantages. Increasingly, our customers draw from the full range of our capabilities – and only DuPont fully integrates critical value chains to lead the industrial bio based technology revolution.

(I) Agriculture & Nutrition: The Science of Feeding the World

DuPont is committed to helping solve humanity’s most pressing challenges. Ensuring ample and nutritious food supplies for people all around the world is one of the most urgent. DuPont believes there is a science to feeding the world, and as a leader in Agriculture & Nutrition, we are committed to battling food insecurity, improving nutrition, increasing crop yields, protecting crops and ensuring the safety of the food supply from farm to fork. In addition, our world-class expertise in Advanced Materials and Bio-Based Industrials creates the ideal opportunity to create transformative solutions. We’re committed to bringing 4,000 new food-related products to market by 2020 in order to help meet the world’s needs.

Contemporary Management – Individual Project

Alaa-Eldin Hamdy

58

Fighting Malnutrition in Africa

DuPont food scientists and Rab Processors work together to produce nutritious Sibusiso to help provide a solution to malnutrition and hunger in Malawi, Africa.

Crop Protection in Indonesia

After a pest crisis crippled rice farms in many countries throughout Asia in 2008, DuPont developed solutions to help increase rice production and yields.

Food Safety in China

In collaboration with China's top government agencies, DuPont developed a BAX® System based on molecular biology to test for microorganisms in food.

(II) Bio-Based Industrials: The Science of Transforming the World

DuPont combines the biological and chemical sciences to help meet the needs of a growing population and mitigate the strain on our planet’s resources. We integrate our proven strengths in chemistry, materials science and engineering with cutting-edge biology, augmenting or replacing chemical transformations with biological ones. DuPont enzymes are used across a wide range of industries to improve products and make processes more sustainable. Our bio-based materials employ renewable plant sources to reduce the use of petroleum-based materials while improving performance at the same time. DuPont is leading the world in meeting our growing biofuel needs. DuPont works with nature to create transformational new products, new businesses, and even new industries that make a better world for us all to share.

Contemporary Management – Individual Project

Alaa-Eldin Hamdy

59

DuPont Industrial Biosciences

DuPont works with customers across a wide range of industries to improve products and make processes more sustainable.

DuPont Renewable Aircraft Deicing Fluid

DuPont has partnered with Kilfrost to produce a deicing fluid that has less impact on the environment, and reduces energy usage and carbon emissions during the manufacturing process.

The Science of Cool

DuPont partnered with Procter & Gamble to produce a new cold water washing detergent that helps save energy at no compromise to performance.

(III) Advanced Materials: The Science of Innovative Solutions

Materials matter. DuPont has long known this, and the next generation of our company is dedicated to harnessing our legendary materials science capabilities to help solve the globe’s most pressing challenges. Our light weighting solutions increase fuel efficiency and lower emissions for the entire transportation sector. DuPont photovoltaic materials increase solar efficiency. Our leadership in advanced materials stimulates breakthroughs in agronomy and transformative leaps in bio-based industrials. DuPont materials help lower energy consumption, increase energy efficiency, improve agriculture, scale up enzymatic transformations, and protect what matters most. The best materials help us ensure the best future for our planet and its people.

The DuPont™ Kevlar® Journey

From 34 million miles above us to several miles below the earth's surface and every point in between, see the wide and extraordinary applications of DuPont™ Kevlar®.

Solar Power in India

DuPont has helped design photovoltaic panels that provide reliable solar power to remote villages in northern India.

Contemporary Management – Individual Project

Alaa-Eldin Hamdy

60

DuPont Innovation Delivery

Innovation Delivery: A Bridge from Need to Market

We have earned our place as the world’s most innovative science company because we are unrivaled at turning scientific breakthroughs into commercial breakouts.

We do that with our Innovation Delivery System. Think of it as a bridge. On one side is the market need. On the other is the science and engineering. We connect our global market insights, our peerless science and our honed technical skill to create a seamless path from need to market. This system enables us to create cutting edge products swiftly and bring superior solutions to customers faster and more effectively.

The combined power of DuPont science and technology, our global scale, market access and infrastructure supplies our businesses with significant competitive advantage while our broad vision points us toward market needs that only DuPont can fulfill.

Contemporary Management – Individual Project

Alaa-Eldin Hamdy

61

Incremental Solutions We continue to evolve our products to keep up with the increased demands of our customers and the world around us. DuPont™ Kevlar®, a fiber produced for body armor, has additional applications ranging from equipment used in outer space to extreme sporting.

Breakthrough Solutions We develop new products for current markets based either on existing solutions or new science. DuPont™ Rynaxypyr®, a novel insecticide for our crop protection business, is based on an entirely new chemistry and development approach.

Transformational Innovations We invent original solutions that create new lines of business, markets and opportunities. Cold water enzymes, which do not require high temperatures to clean effectively, are revolutionizing global laundry habits and leading to lower energy bills, superior cleaning, and decreased greenhouse gas emissions.