Employee Safety Marketing Plan 2012

1. Employee Safety Marketing Plan 2012 THEME – ‘RE-INVENT’

2. Employee Safety Marketing Plan • 2011 Marketing Highlights • Employee Safety Strategy • Growth Targets, POIs • Marketing Strategy • Market Drivers • Competitive Landscape • Value Proposition • Services Continuum • Segments • Global Marketing Objectives • Global MC Objectives • Regional Marketing Objectives, Strategy & Tactics

3. Employee Safety Marketing Plan • 2011 Marketing Highlights • Employee SafetyStrategy • Growth Targets, POIs • Marketing Strategy • Market Drivers • Competitive Landscape • Value Proposition • Services Continuum • Segments • Global Marketing Objectives • Global MC Objectives • Regional Marketing Objectives, Strategy & Tactics

4. 2011 Marketing Highlights • New Offering Launched (DnA) • Global Overview brochure complete • Events, Shows & Conferences, Speaking Engagements, Conference Papers –ES specific • CEO Ag Roundtable, Enform, WERC, ASSE, August Forum, NSC, World Safety Congress • eMarketing/Social Media • Multiple SBF blog posts and eBooks focused on ES topics • OH&S Webinar (Krzywicki and Keesey) • Case Studies • Hotel duPont • Midwest Generation • OMV Petrom • Public Relations • Midwest Generation Case study • Published in several industry magazines • Sales Tools – Will be a focus (1Q2012) • Value prop/messaging/overview brochure • Updated value prop and messaging work in progress, will be completed in 2012

5. Employee Safety Marketing Plan • 2011 Marketing Highlights • Employee Safety Strategy • Growth Targets, POIs • Marketing Strategy • Market Drivers • Competitive Landscape • Value Proposition • Services Continuum • Segments • Global Marketing Objectives • Global MC Objectives • Regional Marketing Objectives, Strategy & Tactics

6. Employee Safety Strategy Employee Safety will grow 3% per year between 2011-6 from $108MM to $125MM DSR 2011-2016 Revenue Objective ($MM) 3% 25% 16% ’11-’16 CAGR

7. Re-invention delivers new Employee Safety solutions and retains market-level growth The Bradley Curve Employee Safety Offerings Traditional DSR Sweet Spot DSR New Offerings – e.g. DnA, Changing Workforce, Sustain Phase Mid-Tier Solutions – Tailored to local culture and cost structures # Safety Incidents Client Size Learning & Development Solutions Training Solutions Reactive Dependent Independent Interdependent Reactive Dependent Independent Interdependent Safety Culture Maturity Safety Culture Maturity DSR Offerings

8. Employee Safety – How to Compete? • “Re-invent Employee Safety” • Develop value proposition to appeal to: • Mature high performers • Mid-large emerging region companies • Poor performing service industries • To retain value from “sustain” phase • Build value proposition for changing workforce • Connection to owner-operator • Need to define what the issue and need is in the marketplace

9. Employee Safety Marketing Plan • 2011 Marketing Highlights • Employee SafetyStrategy • Growth Targets, POIs • Marketing Strategy • Market Drivers • Competitive Landscape • Value Proposition • Services Continuum • Segments • Global Marketing Objectives • Global MC Objectives • Regional Marketing Objectives, Strategy & Tactics

10. Link and Leverage to Build Clients for Life Link knowledge, capabilities, technologies and systems Leverage leadership position & client relationships across the portfolio Drive Preference Leverage Loyalty Build Thought Leadership • Expanded Resume • Multiple Offerings • Credentials Recognized • Where We Are • Safety Consultants • One dimensional • Where We Want to Be • 3BL Trusted Advisor • 3BL Partner for Life • Integrated Operational Discipline • Established Player • Breadth & Depth Positioning: Catalyst for Transformation Marketing Strategic Map: 3-4 Year Horizon

11. Link and Leverage to Build Clients for Life Link knowledge, capabilities, technologies and systems Leverage leadership position & client relationships across the portfolio Drive Preference Leverage Loyalty Build Thought Leadership • Expanded Resume • Multiple Offerings • Credentials Recognized • Where We Are • Safety Consultants • One dimensional • Where We Want to Be • 3BL Trusted Advisor • 3BL Partner for Life • Integrated Operational Discipline • Established Player • Breadth & Depth Positioning: Catalyst for Transformation Marketing Strategic Map: The Next 12-15 Months ES focus for 2012: Develop POVs, Content Refresh, Expanded Offerings Define and articulate our “Points of View” and make Thought Leadership the foundation

12. Link and Leverage - What does this mean for ES? • Traditionally, the SR ‘sweet spot’ focused on large engagements with clients on the left hand side of the Bradley Curve • 2012 objectives will be focused on re-invention of ES + integration of the sustain phase = clients for life • Develop POVs • New Offering Launches + Content Refresh • DnA global roll-out • Changing workforce • Integrate training into methodology to retain value Current State Future State 2012 Actions

13. Employee Safety Marketing Plan • 2011 Marketing Highlights • Employee SafetyStrategy • Growth Targets, POIs • Marketing Strategy • Market Drivers • Competitive Landscape • Value Proposition • Services Continuum • Segments • Global Marketing Objectives • Global MC Objectives • Regional Marketing Objectives, Strategy & Tactics

14. Market Drivers 1 • Safety Performance Plateau • Maturing High Performers in Employee Safety require new offerings to drive improvement 2 • Changing Workforce 3 • Shift from Training to Personal and Organizational Development 4 • Emerging economies need standard ES Offer

15. Employee Safety Marketing Plan • 2011 Marketing Highlights • Employee SafetyStrategy • Growth Targets, POIs • Marketing Strategy • Market Drivers • Competitive Landscape • Value Proposition • Services Continuum • Segments • Global Marketing Objectives • Global MC Objectives • Regional Marketing Objectives, Strategy & Tactics

16. Employee Safety Competitive Landscape – Top players by 2009 Revenue

17. Additional Global Competitors (not highlighted by the 2010 Kennedy Study from the previous slide) • ProAct Safety - Practical Solutions for Safety Excellence • SAFEmap • National Safety Council (NSC) • Voluntary Protection Program • Milliken Performance Solutions • Cognitive Change Concepts • Mercer Consulting (formerly ORC) • Shell Global Solutions • TUEV • BV • Small regional consulting firms • Local governmental and non-governmental agencies (developing economies)

18. Employee Safety Marketing Plan • 2011 Marketing Highlights • Employee SafetyStrategy • Growth Targets, POIs • Marketing Strategy • Market Drivers • Competitive Landscape • Value Proposition • Services Continuum • Segments • Global Marketing Objectives • Global MC Objectives • Regional Marketing Objectives, Strategy & Tactics

19. Employee Safety Offering Statement • The Employee Safety offering from DuPont Sustainable Solutions provides excellence in safety management through integrated safety management systems, operational discipline, leadership development, and employee cognition & behavior. • DSS has the wisdom, expertise, tools and proven methodologies—acquired over 200+ years and applied across a broad range of industries and geographies—to help employers and employees build a strong, enduring safety culture, achieve world-class safety performance, and realize the business benefits that come with safety excellence.

20. Strengths & Unique Attributes • Since our founding in 1802, our own worker safety has been a priority. The first DuPont safety rules were established 200 years ago, and employee health and safety has been a company core value from the beginning. Today DuPont is recognized for its safety expertise and commitment to workplace safety—both within our company and in our work with external clients who seek our services as safety consultants. • Our history has given us a unique understanding of the impact of change on safety performance. As DuPont businesses have transformed over the centuries, so have our internal employee safety programs and methodologies as well as our external employee safety solutions. • While past experience contributes significantly to DSS employee safety solutions, we also take into account emerging issues, trends and advances in employee health and safety so that we can help our clients develop solutions that will serve them now and in the future. • DSS offers truly customized, flexible employee safety solutions that take into account a client’s current safety culture, its safety systems and its needs. We meet clients were they are.

21. Capabilities to Win • To develop as thought leaders in this space need to acquire knowledge & capability in these emerging areas (SMEs): • psychology & psychosocial injury – understanding the function of the brain, what makes us human (values, decision making, emotions). • human factors – understanding how people interact with their environment (ergonomics, human error, human capability) • high performing teams – flat organizations, with high degree of worker autonomy and team-based decision making (intrinsic motivation essential) • quantitative research – rigorous statistical analysis consistent with scientific methods • Instruction is becoming facilitation, consulting becomes coaching: requires different skill profiles and development of existing base of consultants • Integrating Training Solutions production capability into a learning continuum as part of a comprehensive solution for our clients

22. Expanded Value Proposition with New Offering (DnA)

23. Employee Safety Marketing Plan • 2011 Marketing Highlights • Employee SafetyStrategy • Growth Targets, POIs • Marketing Strategy • Market Drivers • Competitive Landscape • Value Proposition • Services Continuum • Segments • Global Marketing Objectives • Global MC Objectives • Regional Marketing Objectives, Strategy & Tactics

24. Employee Safety- Continuum Model • The employee safety continuum is a high-level model of the breadth of ES offerings across the spectrum of relationship engagements. It can serve as a starting point for a BDM when considering solution design against client needs. The continuum model should be used in conjunction with the Bradley Curve Model when considering solution design offerings. • Focus Areas – The ES Practice can help clients focus solutions on specific areas. • What To Do – At this level of the relationship, we can provide a lengthy list of standard offerings that, by themselves or when combined, can help clients address a particular focus area. With any relationship, we strongly recommend starting with a SPS and Field Assessment to diagnose areas of cultural strength and weakness. • Help You Build It – At this level of the relationship, the client may want/need a degree of knowledge application that goes beyond our standard offerings. The deliverables in this relationship may be customized or tailored while collaborating with key client personnel. • Help You Run It – At this level of the relationship, the client may not have sufficient resources to operate key programs/processes and engage us in routine delivery. • Run It For You – The client has no resources or does not want to “own” this competency, looks to DSR to operate this critical program/process (commonly called outsourcing).

25. Employee Safety Services Continuum Run it for you What to do? Help you run it Help you build it Business Competency “Helping clients develop excellence in safety management.” Consulting Partnership Outsourcing • Benchmark Assessment - SPS • Safety Perception Survey • Executive Leadership Workshop • Benchmark Assessment - FS • Field Survey • Executive Leadership Workshop • Workshops • Executive Leadership • Operations Managers (OMGR) • Line Supervisors (LSUP) • Behavioral Observations • Actions Employees Can Take (AECT) • Safety Pro • DuPont Integrated Approach (DnA) • Safety Values Index • Leadership Development • Shop Floor Offering • Data Management • Training Academy • Benchmarking Service • Planning (design solutions to close gap between current state and future state) • Process redesign – work streams encompassing combination of one or more elements • Design of tailored solutions and/or emerging needs • Aging Workforce • Changing Workforce • Solutions for High Performance Teams • Implementing (executing plans, work streams) • DuPont lead or support • Leadership Coaching/Counseling (skills transfer) • Workshop Delivery • Sustaining (client continues progressing, DSS much less involved) • Org. Health Check (assessment service) • Retainer/on-call relationship • Staff Augmentation • Periodic Audits • Repeat Safety Perception Survey • Repeat Field Survey • Train the Trainer • Data Management • Certification Service • Training • Testing • Demonstration Focus Areas Integrated Safety Management Systems Operational Discipline Leadership Coaching and Development Behavioral Psychology Concepts (BBS) Cognitive & Social Psychology Concepts (DnA) Sustain Phase Culture Transformation Broaden Integration to Non-Ops groups Decision Makers Boards, CEO, COO, CFO, VP Level at times Influencers Technology Mgr Engineering Mgr Dir of Safety or Op Risk Mgt

26. Employee Safety Marketing Plan • 2011 Marketing Highlights • Employee SafetyStrategy • Growth Targets, POIs • Marketing Strategy • Market Drivers • Competitive Landscape • Value Proposition • Services Continuum • Segments • Global Marketing Objectives • Global MC Objectives • Regional Marketing Objectives, Strategy & Tactics

27. Employee Safety Target Segments • Traditional target industries still apply • Oil and Gas, Chemicals, Manufacturing, Mining and Metals • However, each region continues to determine specific clients to target and may have niche regions • Latin America has been dominated by Pemex; however, there has been increased interest in the southern cone (Chile, Columbia, Argentina) • In AP, each country has different strategic needs (China, Indonesia, India, Australia) • Positioning will be determined by where the client is on the Bradley Curve • Challenge in NA - fill the gap with nontraditional industries?

28. Employee Safety Marketing Plan • 2011 Marketing Highlights • Employee SafetyStrategy • Growth Targets, POIs • Marketing Strategy • Market Drivers • Competitive Landscape • Value Proposition • Services Continuum • Segments • Global Marketing Objectives • Global MC Objectives • Regional Marketing Objectives, Strategy & Tactics

29. ES – Objectives/Strategies/Tactics – Summary(Theme: Re-invent) Objectives Strategies Initiatives/Tactics • DnA – Support global roll out & communication plan • Changing Workforce – define issue and need in the market; test POVs, develop positioning and messaging • Integrate Sustain Phase • Sales Tool Kit Develop & Launch New Offerings/Methodology Re-invent Employee Safety Continue to establish DSS as a thought leader in ES and maintain market position • Identify priority industries by region • Develop Industry specific messaging • Support targeting for: • Mature high performers • Mid-large emerging region companies • Poor performing service industries Support growth in priority segments & geographies Refresh & Promote Messaging & Points of View • Develop Points of View • Update Value Proposition • Employee Safety Overview Brochure • Case Studies • White papers • Events & Speaking engagements • eMarketing

30. Employee Safety Marketing Plan • 2011 Marketing Highlights • Employee SafetyStrategy • Growth Targets, POIs • Marketing Strategy • Market Drivers • Competitive Landscape • Value Proposition • Services Continuum • Segments • Global Marketing Objectives • Global MC Objectives • Regional Marketing Objectives, Strategy & Tactics

31. 31 Global DSS MC Strategy for 2012 – what does this mean for ES? Create awareness & preference for DSS expanded portfolio of offerings • Develop POVs and content to support priority industries/regions • Expand and accelerate thought leadership activities • Expand reach and increase awareness through social media • Focus on priority business media and specific industries/regions for all communications efforts • Develop customer intimacy though industry specific forums • Leverage corporate communications initiatives Generate demand & stimulate cross-selling opportunities • Generate, nurture & qualify leads primarily through digital channels • Project Phoenix – build out ES content on new website • Integrate value propositions with contractor safety Support practice-specific needs • Promote/launch new offerings – DnA, Changing Workforce – internal and external communications • Focus on specific vertical markets and key regions to maximize impact – oil & gas, mining & metals, chemicals, manufacturing Measure effectiveness of communications activities • Develop global dashboard to measure and report key • communications activities • Formalize criteria for conferences/speaking engagements and • establish post-conference assessment

32. Global DSS MC Strategy for 2012 – what does this mean for ES? Create awareness & preference for DSS expanded portfolio of offerings Generate demand & stimulate cross-selling opportunities Support Practice Specific Needs Refresh & Promote Messaging & Points of View Support growth in priority segments & geographies Develop and Launch New Offerings and Methodology • HOW? • Develop 3 Points of View (All communications should flow from these overarching POVs) • Update Value Proposition to include new offerings and refreshed message • Develop case studies within each region • Develop white papers/articles based on POVs (PR placement focused on priority industries and regions) • Build out pipeline of Events & Speaking engagements globally • Develop customer intimacy through industry specific forums • Test POVs • Prioritize and focus on specific vertical markets and key regions • Mining and Metals, Oil & Gas, Chemicals, Manufacturing • Regions to determine niche industries of focus • eMarketing and social media • Expand reach and increase awareness through social media • Create blog posts on Sustainable Business Forum focused on ES POVs • Build out content for Project Phoenix + supplemental emails sent to nurture and obtain opt-ins • Webinars • HOW? • DuPont Integrated Approach (DnA) • Support global roll out: develop and execute internal and external communication plan • Although DnA was launched in 2011 in selective regions with selective clients (Australia, USC, EMEA), need to build out communication plan and support roll-out in AP and LA • Changing Workforce • Define issue and need in the market • Test POVs • Develop positioning, messaging and collateral • Integrate Sustain Phase • Work with training solutions to integrate training into our methodology • Marketing support as we move from training to personal development • Develop Sales Tool Kit (1Q2012) • HOW? • Identify priority industries by region • Prioritize and Focus all communications on specific vertical markets and key regions • Develop industry specific messaging where appropriate • Generate, nurture & qualify leads primarily through digital channels • Generate content based on POVs to nurture current opt-ins and leads from various other channels (events, speaking engagements, BDM interactions, etc). • Project Phoenix – continue to build out ES content on new website • Integrate value propositions with Contractor Safety

33. Global DSS MC Strategy for 2012 – what does this mean for DnA? Create awareness & preference for DSS expanded portfolio of offerings Generate demand & stimulate cross-selling opportunities Support Practice Specific Needs Refresh & Promote Messaging & Points of View Support growth in priority segments & geographies Develop and Launch New Offerings and Methodology • HOW? • Develop 3 Points of View (All communications should flow from these overarching POVs) • Update Value Proposition to include new offerings and refreshed message • Develop case studies within each region • Develop white papers/articles based on POVs (PR placement focused on priority industries and regions) • Build out pipeline of Events & Speaking engagements globally • Develop customer intimacy through industry specific forums • Test POVs • Prioritize and focus on specific vertical markets and key regions • Mining and Metals, Oil & Gas, Chemicals, Manufacturing • Regions to determine niche industries of focus • eMarketing and social media • Expand reach and increase awareness through social media • Create blog posts on Sustainable Business Forum focused on ES POVs • Build out content for Project Phoenix + supplemental emails sent to nurture and obtain opt-ins • Webinars • HOW? • DuPont Integrated Approach (DnA) • Support global roll out: develop and execute internal and external communication plan • Although DnA was launched in 2011 in selective regions with selective clients (Australia, USC, EMEA), need to build out communication plan and support roll-out in AP and LA • Changing Workforce • Define issue and need in the market • Test POVs • Develop positioning, messaging and collateral • Integrate Sustain Phase • Work with training solutions to integrate training into our methodology • Marketing support as we move from training to personal development • Develop Sales Tool Kit (1Q2012) • HOW? • Identify priority industries by region • Prioritize and Focus all communications on specific vertical markets and key regions • Develop industry specific messaging where appropriate • Generate, nurture & qualify leads primarily through digital channels • Generate content based on POVs to nurture current opt-ins and leads from various other channels (events, speaking engagements, BDM interactions, etc). • Project Phoenix – continue to build out ES content on new website • Integrate value propositions with Contractor Safety

34. DnA Target Profile • Audience: C-suite as change agents • Safety manager as influencer • Company Profile: - Reached safety plateau & stuck, independent or interdependent stage • - “Help Me Do It” Segment • Positioning: - Catalyst/Boost to move beyond the plateau and avoid further events(“platinum offering”?) • - Pre-DnA (our offering was about organizational change management process). When we bring DnA, it works on the individual (individual change management process). Helps advance pace of organization’s change. • Value Proposition: Features link Behavioral + Cognitive + Social approaches based on managing principles that have been grown organically developed at DuPont • Benefitsare Accelerated Engagement of Employees and Sustained Engagement, Insurance policy against the plateau and associated events • Value derived= Accelerated Improvements and Sustained Performance

35. DnA Communications Foundation • Communications Objectives: • Build awareness of and create excitement for new offering • Generate demand amongst target companies • Position as integrated, sustainable, competency-based • Link DnA to DuPont safety heritage • Communications Strategies: • Utilize new offering as proof of DuPont thought leadership position in safety • Create unique tools to promote this exciting, new offering

36. DnA for Safety tactics Internal communications Raise awareness of DnA for Safety offering; educate global organization around identification of target customers/opportunities

37. External communications Create awareness for DnA for Safety offerings

39. Capabilities To Win How to Compete Where to Compete Goals and Aspirations Develop value propositions for specific market segments: - Mature high performers - Growing mid market players in emerging markets • DuPont Safety Brand Grow from $138mm in 2010 to $250mm in 2016 Employee, Process, and Contractor Safety Develop “sustain” phase offering Develop offerings to support changing workforce Thought Leadership at leading edge of safety development Merge training production capability into strategic workforce capability development program Accelerate Growth in Emerging Regions Develop in-house capability in Talent acquisition Learning & Development of client-facing teams Workforce collaboration through knowledge management Fully Integrated L&D support program Acquire deeper knowledge and content skills sets in PSM disciplines Leader in integrated PSM Management • Thought and Innovation leader Energy, Construction, Mass Trans, Metal / Chemical Processing Develop change management capabilities and model Develop validated field assessment techniques World class methodologies Integrate modern instructional design into consulting methods: coaching & facilitation Acquire project management and contractor management experience and skills Safety Resources Strategy Summary • To grow our safety business by 2016 (to $250mm), by offering service solutions to business clients to create outstanding value in reducing risk and saving lives and livelihoods. We will achieve this by aligning with emerging market and industry needs, leveraging the power of the DuPont brand in safety, building upon our owner-operator experience and through leading edge safety research.