2014 FUTURES CONFERENCE Remarks by Thomas L. Sager Ballard Spahr, LLP October 16, 2014

8/27/  Safety and Health  Environmental Stewardship  Respect for People  Highest Ethical Behavior 2014 DuPont Core Values

8/27/ DuPont in 1802 DuPont in 2014  64,000 employees  > 300 sites  > 90 countries  Hundreds of thousands of DuPont products and customers  $35.7B in sales (2013)  40 employees  1 site  1 country  1 product  12 customers  $15,116 in sales (1804)

8/27/ DuPont’s First Outside Counsel Alexander Hamilton Outside counsel from Died in 1804 duel with Aaron Burr; each using DuPont gun powder. Widely regarded as the father of the U.S. banking system (as we knew it).

8/27/ DuPont’s First Outside Counsel Alexander Hamilton Outside counsel from Died in 1804 duel with Aaron Burr; each using DuPont gun powder. Widely regarded as the father of the U.S. banking system (as we knew it). “Though widely regarded as a fine lawyer, Hamilton was selected as DuPont’s counsel primarily because he spoke the same language as the Company’s leaders.” ( The History of DuPont Legal, Gamble, et al. 2003)

8/27/2015 DUPONT CONFIDENTIAL 6 DuPont Legal’s Evolution Phase 1.Creating the Vision & Selecting the Partners: “ Convergence ” Phase 2.Vision into Action: Creating the Model Phase 3.Action Into Results: Measuring Success Phase 4.An Era of New Leadership: Emergence of Practice Groups Phase 5. Global Convergence Phase 6.Power of Collaboration Phase 7.New Reality

8/27/2015 DUPONT CONFIDENTIAL 7 Phase III

8/27/2015 DUPONT CONFIDENTIAL 8 Metrics: Measuring Success

8/27/2015 DUPONT CONFIDENTIAL 9 Performance Metrics Credibility Discipline Precision

8/27/2015 DUPONT CONFIDENTIAL 10 Performance Metrics Core Metrics Key Performance Indicators Compliance Efficiency Best in Class

8/27/2015 DUPONT CONFIDENTIAL 11 Supporting the New DuPont

8/27/2015 DUPONT CONFIDENTIAL 12 Holliday Challenge

8/27/2015 DUPONT CONFIDENTIAL 13 Transforming For Our Third Century Birth Growth Maturity Birth Growth Maturity Birth Growth Explosives Chemistry, Energy Chemistry, Biology... Knowledge - Intensive Solutions Maturity Six Sigma

8/27/2015 DUPONT CONFIDENTIAL 14 DuPont Legal: Supporting the “New DuPont” Agility Increase speed, responsiveness and execution Stay ahead of the curve Productivity Improve earnings and costs Higher volume of transactions Identify Plaintiff opportunities Leverage resources Specificity Define value, understand process, and measure effectiveness Reduce risk

8/27/2015 DUPONT CONFIDENTIAL 15 Phase VI

8/27/2015 DUPONT CONFIDENTIAL 16 Power of Collaboration

8/27/2015 DUPONT CONFIDENTIAL 17 DuPont DuPont Legal Legal Practice Areas Team Risk Management Improved client service Cost Control Competitive Edge Collaboration Agility Consistency Awareness Efficiency Best Practices Collective Wisdom Process Standardization Productivity Sustainability Growth Competitive Advantage Leveraging Knowledge Innovation

8/27/2015 DUPONT CONFIDENTIAL 18 Six Sigma Driving Continuous Improvement

8/27/2015 DUPONT CONFIDENTIAL 19 Meeting Client Needs Since 1999 Leadership Communication Cultural Change Results Six Sigma in Legal

8/27/2015 DUPONT CONFIDENTIAL 20 STREAMline Projects Project: Recoveries Project: Records Compliance Project: Corporate Patenting Project: Confidential Disclosure Agreements Project: Off Shore Document Management Project: Litigation

8/27/2015 DUPONT CONFIDENTIAL 21 How Does Six Sigma Work in the Delivery of Legal Services? Provides Business Value Addresses Cost and Legal Risk Management Prioritizes Problem Solving Builds Communication through Teamwork

8/27/2015 DUPONT CONFIDENTIAL 22 New Reality

8/27/2015 DUPONT CONFIDENTIAL 23 Corporate Legal’s New Reality More volatile, complex, uncertain environment. More Rapid Globalization Skills/Education Information Competitors Business opportunities Increasing corporate regulation, scrutiny and mistrust.

8/27/2015 DUPONT CONFIDENTIAL 24 New Challenges New Foes New Theories New Business Models New Competitors New Geographies New Regulations

8/27/2015 DUPONT CONFIDENTIAL 25 Legal decisions/actions have value only to the extent they preserve or enhance business options. New Reality = New Belief

8/27/2015 DUPONT CONFIDENTIAL 26 Are our people equipped for the “ New Reality ” Do our attorneys possess collaborative intelligence in order to provide truly creative solutions to your most challenging issues? Are our attorneys capable of spotting business critical issues before they emerge? New Resources

8/27/2015 DUPONT CONFIDENTIAL 27 Lawyers who see opportunity in uncertainty, not just risk Legal at the speed of business What Do We Need?

8/27/2015 DUPONT CONFIDENTIAL 28 Global Outsourcing of Legal Support Services Recognize the commodity work and move it to low cost regions. Allows shift of lawyer and paralegal work to more strategic issues. Monitoring and Early Warning System Dashboard to sense and respond to “red flags ” Anticipate future scenarios before they happen Adjust legal and business strategy based on changes in assumptions & external environment New Tools & Relationships

8/27/2015 DUPONT CONFIDENTIAL 29 New Tools & Relationships Strategic Risk Management Process Assessment of complex liabilities using scenarios Wide-ranging risk identification (e.g., Cyber Security) Generate innovative strategic options to avoid/mitigate risk Strategic Decision-making Systematically avoid impact of biases, traps, and pitfalls Identify new opportunities for value creation Improve overall quality of decision-making and outcomes

8/27/2015 DUPONT CONFIDENTIAL 30 Driving Better Outcomes Critical Thinking Decision-making Real Options Scenario Planning Systems Thinking Peripheral Vision Social Response Competitor Actions Industry Performance Regulatory/ Policy Shifts IP Claims Key External Uncertainties Flexible Legal Strategies More Upside/ Less Downside Business Return Probability Technology Challenges

8/27/2015 DUPONT CONFIDENTIAL 31