1

2

3

1

2

3

4

5

OVERVIEWIn 1999 DuPont Titanium Technologies (DTT) initiated a comprehensive program to significantly reduce energy usage while increasing TiO2 production.

Initiatives like that of the Titanium Technologies business are not at all uncommon at DuPont. In 2000, DuPont adopted “sustainable growth” as its mission.

The company’s sustainability commitment emerged from its four core values—respect for people, safety, highest ethical behavior, and environmental stewardship. These values are now all integrated into the company’s business strategies, functions and processes, and they even shape and inform DuPont’s product offerings.

RESULTSDuPont Titanium Technologies was able to increase production by 72 percent over 1990 levels, while decreasing energy usage by unit of output by 40 percent.

The DuPont Energy Center of Competency is a network that sponsors technology development and enables communication between energy experts throughout the company.

In DTT, the Energy Center of Competency was an effective forum for DTT to share key learnings, to gain insight into new technologies and to learn from other energy leaders in DuPont.

Armed with information from the Energy Center of Competency, the Titanium Technologies unit deployed site teams with the mission of decreasing manufacturing costs by reducing energy consumption.

KEY LEARNINGS TO ONGOING ENERGY EFFICIENCY SUCCESS INCLUDE:

Beyond strong leadership and a focused company strategy, achievement of the goal to reduce energy consumption was encouraged, diffused and enacted in several ways.

Goal setting involved a broad spectrum of representatives from key functions (operations, business, supply chain) throughout the business.

Demonstrate ongoing

Business Team support

for the program through

interactions with site leadership.

Utilize Six Sigma or other

improvement resources to

implement, maintain, and

leverage improvement projects

as appropriate.

Take advantage of site

and business unit

resources in the process

to broaden development of core

competencies.

Define and staff champion

and change agent roles for

the sites.

Drive alignment between

Operations, R&D,

Process/Product development

and capital planning process around

energy reduction strategies.

Utilize IT to enhance

compliance monitoring,

record keeping, training, etc.

Progress was tracked through a database that captured environmental performance annually from global facilities against business plans and corporate objectives.

DuPont experts reviewed key performance indicators (including safety, health, environment and sustainability) with specific business units relation to overall goals.

HOW DID THEY DO ITORGANIZATIONAL INTEGRATION AT THE CORPORATE LEVEL

TITANIUM DIOXIDE

“The Whitest White”

22Enhances the color capabilities of paint, plastics, and paper.

Sophisticated manufacturing process.

High production cost.

Large carbon footprint.

Intensive energy needs during production.

By setting a divisional business goal to reduce energy intensity by 3% year-over-year, Titanium Technologies has been able to lower the energy intensity by 40% compared to 1990 levels.

1 9 9 0 1 9 9 5 2 0 0 0 2 0 0 5 2 0 1 0

3% DROP GOAL ENERGY LEVEL

40%

DUPONT TITANIUM TECHNOLOGIES

organizational integration at the corporate level | case study

ENERGY CHAMPIONS IN ACTION

GUIDELINES FOR ONGOING ENERGY EFFICIENCY SUCCESS

“Get passionate people engaged and challenge them to do something really extraordinary. People need a vision beyond what they can perceive, and they need leadership to keep them excited about what they can achieve.”

Craig HeinrichDTT Energy Leader

Copyright © 2013 E.I. du Pont de Nemours and Company. All rights reserved. The DuPont Oval Logo, DuPont™ and The Miracles of Science™ are registered trademarks of E. I. du Pont de Nemours and Company or its affiliates.

1 9 9 00

1 0

2 0

3 0

4 0

5 0

6 0

7 0

8 0

9 0

100

1 9 9 5 2 0 0 0 2 0 0 5 2 0 1 0

PRODUCTION ENERGY USED

72%

40%