Analysis and Balance Scorecard – DuPont0Analysis and Balance ScorecardDuPontWritten byCates, JasonChoudhury, FatimaPatel, ...
Analysis and Balance Scorecard – DuPont1© Jason Cates, Fatima Choudhury Ravi Patel andRoshan Patel,2013Reproduction for th...
Analysis and Balance Scorecard – DuPont2Table of ContentsType of Business....................................................
Analysis and Balance Scorecard – DuPont3Type of BusinessDuPont is a chemical and performance material based company and co...
Analysis and Balance Scorecard – DuPont4Size of BusinessDuPont isamong the largest chemical performance material manufactu...
Analysis and Balance Scorecard – DuPont5of its rival at $2.79bn, but still behind BASF with net income of $4.88bn. This sh...
Analysis and Balance Scorecard – DuPont6Major Product/Service Areas(DuPont, 2013a)Graph 3a shows the contribution each of ...
Analysis and Balance Scorecard – DuPont7Performance Materials“Performance Polymers” product portfolio includes a range of ...
Analysis and Balance Scorecard – DuPont8Geographical Structure(DuPont, 2011-2013a)Graph 4a shows that Du Pont’s main singl...
Analysis and Balance Scorecard – DuPont9(DuPont, 2011-2013a)In regards to Du Pont’s property portfolio, Du Pont has a disp...
Analysis and Balance Scorecard – DuPont10Financial Performance(DuPont, 2009-2013a)Graph 5a shows that Du Pont’s revenues d...
Analysis and Balance Scorecard – DuPont11(DuPont, 2009-2013a)Du Pont saw an increase in its profit margin in both 2009 and...
Analysis and Balance Scorecard – DuPont12Major Strategic ChallengesDuPont (2013a) Annual Report 2012. [Online] Available a...
Analysis and Balance Scorecard – DuPont13Balance ScorecardPerspective Objectives Measures Targets InitiativesFinancialCust...
Analysis and Balance Scorecard – DuPont14Objectives Measures Targets InitiativesInternalBusinessProcessesLearning andGrowt...
Analysis and Balance Scorecard – DuPont15Perspective Objectives Measures Targets InitiativesLearning andGrowthInvestment i...
Analysis and Balance Scorecard – DuPont16Notes to the Balance Scorecard1. Coloursa. Red – Delivery, Supply Chain and Logis...
Analysis and Balance Scorecard – DuPont17SignatoriesWe commend this paper to the University of Hertfordshire to be deliver...
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Analysis and Balance Scorecard - DuPont

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  • 1. Analysis and Balance Scorecard – DuPont0Analysis and Balance ScorecardDuPontWritten byCates, JasonChoudhury, FatimaPatel, RaviPatel, Roshan
  • 2. Analysis and Balance Scorecard – DuPont1© Jason Cates, Fatima Choudhury Ravi Patel andRoshan Patel,2013Reproduction for the following uses is authorised provided the source is acknowledged in linewith the Copyright, Designs and Patents Act 1988;Private and research study purposes, performance, copies or lending for educational purposes,criticism and news reporting, incidental inclusion and copies and lending by librarians.Furtherdetails of authorised use under the above Act is available from the UK Copyright Service.This publication may be made available online at SlideShare.net/AdrJasonCates for public use noearlier than 09:00hrs (GMT) on 21 April 2013 as deemed appropriate by the acknowledgedsources.This paper has referenced appropriate sources in line with Harvard Referencing.Any queries regarding this publication should be sent to:AdrJasonCates@GoogleMail.comLinkedIn.com/in/AdrJasonCatesTo be delivered to the University of Hertfordshire on or by11 March 2012Ordered to be printed11 March 2012Printed in the United Kingdom
  • 3. Analysis and Balance Scorecard – DuPont2Table of ContentsType of Business............................................................................................................................................ 3Size of Business.............................................................................................................................................. 4Major Product/Service Areas ........................................................................................................................ 6Agriculture................................................................................................................................................. 6Performance Chemicals............................................................................................................................. 6Performance Materials.............................................................................................................................. 7Geographical Structure ................................................................................................................................. 8Financial Performance................................................................................................................................. 10Major Strategic Challenges.......................................................................................................................... 12Balance Scorecard ....................................................................................................................................... 13Financial ................................................................................................................................................. 13Customer ................................................................................................................................................ 13Internal Business Processes.................................................................................................................. 14Learning and Growth............................................................................................................................. 14Learning and Growth............................................................................................................................. 15Notes to the Balance Scorecard .................................................................................................................. 16Signatories................................................................................................................................................... 17Word count: 1471/1500
  • 4. Analysis and Balance Scorecard – DuPont3Type of BusinessDuPont is a chemical and performance material based company and considers itself a “world leader inmarket-driven innovation and science”. Founded in 1802, DuPont has been involved in a number ofmajor material breakthroughs throughout history. Along with Wallace Carothers, DuPont helped discoverthe first synthetic rubber Neoprene. During the Second World War, DuPont was the largestmanufacturer of gunpowder and explosives in the United States and went on tosupply materialsnecessary for the US Apollo Project.(DuPont, 2013bcd)DuPont currently consists of seven differentiated segments ranging from “Electronics andCommunication” to agriculture and pharmaceuticals. Half of company sales currently come fromDuPont’s agriculture and performance chemical divisions currently contributing $17bn to corporaterevenue. In recent years, DuPont has focused on creating sustainable growth through targetingmarketneeds brought about by increasing global challenges. These include the need for a reduceddependence on fossil fuels and the need for greater food productivity. (DuPont, 2013a)DuPont (2013a) Annual Report 2012.[Online] Available at: http://phx.corporate-ir.net/External.File?item=UGFyZW50SUQ9NDkzNzU2fENoaWxkSUQ9NTMxODQ3fFR5cGU9MQ==&t=1[Accessed 1 March 2013]DuPont (2013) Global Challenges. Available at: http://www2.dupont.com/inclusive-innovations/en-us/gss/global-challenges.html [Accessed 5 March 2013].DuPont (2013) Innovation starts here. Available at:http://www2.dupont.com/Phoenix_Heritage/en_US/landing_era4.html [Accessed 5 March 2013]DuPont (2013) Our company. Available at: http://www2.dupont.com/corp/en-us/our-company/index.html[Accessed 5 March 2013]
  • 5. Analysis and Balance Scorecard – DuPont4Size of BusinessDuPont isamong the largest chemical performance material manufacturers in the world,operating in more than 70 countries with 58,000 employees. According to their annual report, DuPont isthe global leader of selling and manufacturing nylon, titanium dioxide, elastane and fluropolymers. Theyare also the largest supplier of automotive coating and the market leader in supplying resins and films,advanced electronic material and holographic optical components and holograms. (DuPont,2013a)(Corporate Watch, 2013)(Forbes, 2013)DuPont own over twenty thousand worldwide patents and over fourteen thousand patentapplications. Additionally, the company also has over twenty-one thousand unique trademarks for itsproducts/services and over twenty-threethousand worldwide registrations and applications for thesetrademarks. This market stronghold makes it difficult for competitors to compete. However, due to thecontinuous evolutionof technology and new innovations, DuPont must continually invest in research anddevelopment in order to maintain its competitive position.(DuPont, 2013a)(Reed, 2013)(Dow, 2012)(BASF, 2013)(Bayer, 2013)(DuPont, 2013a)As shown in graph 2a, DuPont’s net sales have been significantly lower than those of its maincompetitive rivals and half those of BASF. However, in regards to net income, DuPont outperforms two020406080100Dow BASF Bayer DuPontNetSales$bnNet SalesGraph 2a0123456Dow BASF Bayer DuPontNetIncome$bnNet IncomeGraph 2b
  • 6. Analysis and Balance Scorecard – DuPont5of its rival at $2.79bn, but still behind BASF with net income of $4.88bn. This shows that even thoughDuPont has significantly lower sales than many of its main rivals, it can still compete on the world stage.(DuPont. 2013a)Bayer (2013a) Annual Report 2012.[Online] Available at:http://www.annualreport2012.bayer.com/en/bayer-annual-report-2012.pdfx[Accessed 1 March 2013]BASF (2012) Annual Report 2012.[Online] Available at:http://www.basf.com/group/corporate/en/function/conversions:/publishdownload/content/about-basf/facts-reports/reports/2012/BASF_Report_2012.pdf[Accessed 1 March 2013]Dow (2011) Annual Report 2011.[Online] Available at: http://www.dow.com/investors/pdfs/161-00769_2011_Annual_Report_Final.pdf[Accessed 1 March 2013]DuPont (2013a) Annual Report 2012.[Online] Available at: http://phx.corporate-ir.net/External.File?item=UGFyZW50SUQ9NDkzNzU2fENoaWxkSUQ9NTMxODQ3fFR5cGU9MQ==&t=1[Accessed 1 March 2013]Corporate Watch (2013) DuPont. Available at::http://www.corporatewatch.org/?lid=170[Accessed 5March 2013]Forbes (2013) Forbes earnings preview: DuPont. Available at:http://www.forbes.com/sites/narrativescience/2012/04/17/forbes-earnings-preview-dupont-2/2/[Accessed: 1 March 2013]Reed Business Information Ltd, 2013. DuPont: Company structure information from ICIS. [Online]Available at:http://www.icis.com/v2/companies/9145202/dupont/structure.html[Accessed 5 March 2013]
  • 7. Analysis and Balance Scorecard – DuPont6Major Product/Service Areas(DuPont, 2013a)Graph 3a shows the contribution each of DuPont’s main segment makes to corporate sales. Thecompany consists of seven “reportable segments”, of which, those described below make up 68.4% oftotal net sales.The remaining 31.6% of net sales come from safety and protection, nutrition and health,electronics and communications and industrial bioscience segments. (DuPont, 2013a)Agriculture“DuPont Pioneer” has a portfolio of products/services targeted to improve crop yields andproductivity. Products include fungicides and herbicides, fungicides, insecticides and seedproducts.“DuPont Crop Protection”principle products include weed, disease and insect control offerings.This segment makes up 29.6% of net sales and is equivalent to $10.4bn. (DuPont, 2013a)Performance Chemicals“DuPont Titanium Technologies” main products are its range of DuPont “Ti-Pure” titaniumdioxide products used for plastics, papers and coatings. “DuPont Chemicals and Fluoroproducts”chemicalproducts are seen in refrigerants, lubricants, propellants, solvents and fire extinguishers. This segmentmakes up 20.4% of net sales and is equivalent to $7.2bn. (DuPont, 2013a)30%20%18%11%10%8%3%Segment SalesAgriculturePerformance ChemicalsPerformance MaterialsSafety and ProtectionNutrition and HealthElectronics and CommunicationsIndustrial BiosciencesGraph 3a
  • 8. Analysis and Balance Scorecard – DuPont7Performance Materials“Performance Polymers” product portfolio includes a range of engineering polymers used in avariety of chemical, electrical and mechanical systems.“Packaging & Industrial Polymers”produces resinsand films used in an array of packaging and industrial polymer applications.This segment makes up 18.3%of net sales and is equivalent to $6.5bn. (DuPont, 2013a)DuPont (2013a) Annual Report 2012.[Online] Available at: http://phx.corporate-ir.net/External.File?item=UGFyZW50SUQ9NDkzNzU2fENoaWxkSUQ9NTMxODQ3fFR5cGU9MQ==&t=1[Accessed: 1 March 2013]
  • 9. Analysis and Balance Scorecard – DuPont8Geographical Structure(DuPont, 2011-2013a)Graph 4a shows that Du Pont’s main single market remains the United States, followed by theEMEA (Europe, Middle East and Africa) and the Asia Pacific regions. However, growth in regards to netsales since 2010 has largely come from Latin America. This includes growth in Latin America being almostdouble that seen in any other region, including that in the US. (DuPont, 2013a)Although growth was seen Du Pont’s Latin American operations, its starting point was relativelylow as compared to its US operations. As such, the US market will likely remain Du Pont’s topmost sourceof income in the short-to-medium term. However, if this growth in Du Pont’s Latin American marketcontinues at the rate seen between 2010 and 2012, Latin America will become an increasingly importantmarket for Du Pont’s products. As such, future strategic targets and measures should reflect suchimportance. (DuPont, 2013a)38.0% 36.3% 38.1%2.9% 2.6% 2.6%23.3% 24.1% 23.1%24.6% 24.8% 23.1%11.2% 12.2% 13.1%0%20%40%60%80%100%2010 2011 2012Geography - Net SalesLatin AmericaAsia PacificEMEACanadaUnited StatesGraph 4a0.0%10.0%20.0%30.0%40.0%50.0%Change in Net Sales(2010 - 2012)Graph 4b
  • 10. Analysis and Balance Scorecard – DuPont9(DuPont, 2011-2013a)In regards to Du Pont’s property portfolio, Du Pont has a disproportionate degree of propertyweighted towards the US. This hinders Du Pont’s ability to grow in markets such as Latin America byincreasing the timing and costs involved in product distribution.Overall, Du Pont has a diverse geographical market base with footholds in both mature marketsand in key growth markets including China and Brazil. This diverse geographical portfolio will help ensureDu Pont’s long-term growth prospects.DuPont (2011) Annual Report 2010.[Online] Available at: http://phx.corporate-ir.net/External.File?item=UGFyZW50SUQ9NDEzMDc1fENoaWxkSUQ9NDI0MTU3fFR5cGU9MQ==&t=1[Accessed: 1 March 2013]DuPont (2012) Annual Report 2011.[Online] Available at: http://phx.corporate-ir.net/External.File?item=UGFyZW50SUQ9NDU1NjkyfENoaWxkSUQ9NDgyMTk5fFR5cGU9MQ==&t=1[Accessed: 1 March 2013]DuPont (2013a) Annual Report 2012.[Online] Available at: http://phx.corporate-ir.net/External.File?item=UGFyZW50SUQ9NDkzNzU2fENoaWxkSUQ9NTMxODQ3fFR5cGU9MQ==&t=1[Accessed: 1 March 2013]69.1% 64.6% 66.8%1.5%1.3% 1.2%15.3% 19.4% 18.1%8.7% 9.2% 8.2%5.4% 5.5% 5.7%0%20%40%60%80%100%2010 2011 2012Geography - PropertyLatin AmericaAsia PacificEMEACanadaUnited StatesGraph 4c
  • 11. Analysis and Balance Scorecard – DuPont10Financial Performance(DuPont, 2009-2013a)Graph 5a shows that Du Pont’s revenues declined in the year ended 2009. This was due tosubdued economic conditions which included “declining consumer and business confidence”. This, in DuPont’s view, caused customers to delay or cancel their orders. This also led to delays in customerpayments for goods, thus impeding Du Pont’s cash flow performance. However, graph 4b shows cashflow remaining stable throughout this period. Furthermore, revenue performance improved from 2010onwards and reached $34.8bn by 2012. This shows that, although Du Pont’s financial performancedeclined in 2009, the long-term prospects for the company remain stable. (DuPont, 2011-2013a)Regarding short-term liabilities, although these have increased since 2010, they have remainedin proportion to the company’s overall size in relation to total assets. As such, this increase should not bean issue of concern at the present time.0102030402008 2009 2010 2011 2012Value$BnRevenue vs. Net IncomeRevenue Net IncomeGraph 5a0510152008 2009 2010 2011 2012Value$BnCash vs. Short-term LiabilitiesShort-Term Liabilities CashGraph 5b
  • 12. Analysis and Balance Scorecard – DuPont11(DuPont, 2009-2013a)Du Pont saw an increase in its profit margin in both 2009 and 2010 after which it levelled out atslightly above 26%. As shown in graph 5c, when factoring in general expenses such as administration, thenet income margin for 2012 stood at 8%, a fall from 10.3% the previous year. This shows an increase incompany expenses is disproportionate to its increase in revenue, thus reducing Du Pont’s financialperformance. However, this margin remains higher than in 2009 when it stood at 6.7%. As such, thislower margin of 8% is likely to remain sustainable in the long-term on the condition it doesn’t declinesignificantly in future years. (DuPont, 2009-2013a)DuPont (2009) Annual Report 2008. [Online] Available at: http://media.corporate-ir.net/media_files/irol/73/73320/BOP72619BOP005_BITS_N_1519.pdf[Accessed: 1 March 2013]DuPont (2010) Annual Report 2009. [Online] Available at: http://phx.corporate-ir.net/External.File?item=UGFyZW50SUQ9MzY5MjM3fENoaWxkSUQ9MzY1ODgyfFR5cGU9MQ==&t=1[Accessed: 1 March 2013]DuPont (2011) Annual Report 2010. [Online] Available at: http://phx.corporate-ir.net/External.File?item=UGFyZW50SUQ9NDEzMDc1fENoaWxkSUQ9NDI0MTU3fFR5cGU9MQ==&t=1[Accessed: 1 March 2013]DuPont (2012) Annual Report 2011. [Online] Available at: http://phx.corporate-ir.net/External.File?item=UGFyZW50SUQ9NDU1NjkyfENoaWxkSUQ9NDgyMTk5fFR5cGU9MQ==&t=1[Accessed: 1 March 2013]DuPont (2013a) Annual Report 2012. [Online] Available at: http://phx.corporate-ir.net/External.File?item=UGFyZW50SUQ9NDkzNzU2fENoaWxkSUQ9NTMxODQ3fFR5cGU9MQ==&t=1[Accessed: 1 March 2013]0.00%5.00%10.00%15.00%20.00%25.00%30.00%2008 2009 2010 2011 2012Profit Margin(Revenue - Cost of Sales)Graph 5c0.00%2.00%4.00%6.00%8.00%10.00%12.00%2008 2009 2010 2011 2012Net Income/Revenue(Revenue - Cost of Sales - Expenses)Graph 5d
  • 13. Analysis and Balance Scorecard – DuPont12Major Strategic ChallengesDuPont (2013a) Annual Report 2012. [Online] Available at: http://phx.corporate-ir.net/External.File?item=UGFyZW50SUQ9NDkzNzU2fENoaWxkSUQ9NTMxODQ3fFR5cGU9MQ==&t=1[Accessed: 1 March 2013]Challenge Description“Price increases forenergy and rawmaterials could have asignificant impact on thecompanys ability tosustain and growearnings”Although DuPont improved its profit margin during the period 2008 to 2010, thevolatility in the costs of energy and raw materials remain key factors to DuPont’slong-term viability and success. This volatility has a significant impact on thecompany’s net profit figure year-on-year and contributes to long-term instabilityand risk. Therefore, systems should be put in place to mitigate exposure to suchvolatility. Such systems will require years to implement and perfect and thus,require long-term management commitment. Such systems should result in areduction in waste material and reducing reliance on key raw and energy materials.Efficient procurement and logistics will also be required to further reduce wasteand improve profitability.“Failure to develop andmarket new productsand manage product lifecycles could impact thecompanys competitiveposition and have anadverse effect on thecompanys financialresults.”Research and development will remain crucial to DuPont’s long-term viability as achemical company. As product lifecycles come to an end, DuPont must ensure ithas sufficient new products to replace and grow upon these declining products. Assuch, DuPont’s investment in research and development increased by 48.8% duringthe period 2008 to 2012 and has focused on growing customer needs including“food productivity” and “decreasing dependency on fossil fuels”. This investment,if maintained, will help maintain DuPont’s competitive advantage and furtherensure the company’s long-term viability and success.“The companys resultsof operations could beadversely affected bylitigation and othercommitments andcontingencies.”By the nature of being a chemicals based company, Du Pont faces significantliabilities relating to litigation and related contingencies. A significant challengeover the medium term will be implementing systems that prevent such litigationfrom taking place at all, successful or not. As such, DuPont must ensure it meetsthe highest ethical and environmental standards with investment in such beingreturned in the form of lower litigation liabilities. In the short-term, DuPont mustensure it meets all legal requirements regarding its environmental impact. This willbetter allow DuPont to successfully defend against such litigation and reduce itsliabilities as appropriate.
  • 14. Analysis and Balance Scorecard – DuPont13Balance ScorecardPerspective Objectives Measures Targets InitiativesFinancialCustomer12.5%, 28%, 11%and $4.5bnrespectively byyear end 2015Reduce to$50mn by yearend 2018Reduce Energyusage by 10% per$ of Revenue byyear end 2020Sum of all theobjectives andinitiatives thatfollow.“Bold Energy Plan”and the “GlobalClimate andEnergyProject”“Bold Energy Plan”and the “GlobalClimate andEnergyProject”ROCEGross ProfitNet Profit MarginNet Pre-Tax ProfitImproveReputationIncreaseMarket ShareReduceDelivery TimesImproveProfitabilityReduceEnvironmentalCostsReduce EnergyCostsReduce DeliveryCostsStability andGrowth ofRevenueImproveSatisfactionwith ProductsImproveCustomerServiceAnnualEnvironmentalRemediationTotal Energy Costsper $ of RevenueAverage DeliveryCost per UnitRevenueNumber ofNewCustomersMarket ShareOrders perCustomerAverageDelivery TimesCustomerRetention RateReduce by 15% byyear end 2018$41bn by yearend 201515% MoreCustomersby yearend 201524.5% in Corn,Soybean & OtherSeeds by year end201915% Increase inorders percustomer by yearend 2016Reduce by 25%by year end201815% Increaseby year end2015“US ResilienceProject”Indirectly“Central Researchand DevelopmentTeam”Indirectly“Bold EnergyPlan”and the “USResilience Project”Indirectly“Central Researchand DevelopmentTeam”“CentralResearch andDevelopmentTeam”“US ResilienceProject”Indirectly“US ResilienceProject”
  • 15. Analysis and Balance Scorecard – DuPont14Objectives Measures Targets InitiativesInternalBusinessProcessesLearning andGrowthDevelop 1000new productsby 2015Reduce to $300mnby end 2016GP of 28% andReduce Energyusage by 10% byyear end 2020Reduce by 15%by Year End2018Investment inResearch andDevelopmentDevelop NewProductsReduceEnvironmentalImpactReduceMaterial andEnergy WasteShorten SupplyChainsGeographicalDiversificationImproveEnvironmentalSustainabilityNumber ofTotal ProductsCO2 Emissions andAnnualEnvironmentalRemediationGross ProfitMargin and TotalEnergy CostsAverageDelivery TimeBreak Down ofSales byGeographicLocationLatin America 20%and Asia Pacific30% by year end2018Revenues fromSustainableProducts“Bold Energy Plan”and the “GlobalClimate andEnergyProject”$8bn from Non-DepletableResources$2bn from LowEmission productsGreenhouseGas Emissions& FuelEfficiencyReducegreenhouse gasemissions by 15%and Reduce waterconsumption by30% by year end2015$2bn AnnualInvestmentInvest $640mnand develop 1000new products by2015Total Investment inR&DInvestment in R&Dfor SustainableProducts“Bold Energy Plan”and the “GlobalClimate andEnergyProject”“US ResilienceProject”Indirectly“Demand PlanningSystems” and USResilience Project”“Global Climateand EnergyProject” and the“Central Researchand DevelopmentTeam”“Bold EnergyPlan” and the“GlobalClimate andEnergyProject”“CentralResearch andDevelopmentTeam”“Central Researchand DevelopmentTeam”
  • 16. Analysis and Balance Scorecard – DuPont15Perspective Objectives Measures Targets InitiativesLearning andGrowthInvestment inInternationalLogisticsInvestment inNon US/EMEAFacilitiesAverageDelivery TimesValue of NonUS/EMEAWarehouses andR&D FacilitiesReduce by 15%by Year End2018$2bn in LatinAmerica & $1.5bnin Asia Pacific byyear end 2018DevelopworkforceCapabilityInvestment inTraining andDevelopment“ModernApprenticeshipProgram”Increase No. ofApprenticeshipsby 25% by 2018“DemandPlanning Systems”and US ResilienceProject”“US ResilienceProject”
  • 17. Analysis and Balance Scorecard – DuPont16Notes to the Balance Scorecard1. Coloursa. Red – Delivery, Supply Chain and Logisticsb. Blue – Research, Corporate Development and Training.c. Purple – Applicable to both of the above.2. US Resilience Projecta. This initiative sets out to “standardise” the business processes within DuPont’s supply chain.i. This standardisation will reduce delivery times and associated costs and will facilitate“Investment in Non US/EMEA Facilities”. These simpler supply chains willalso contributeto “enhancing customer satisfaction” and “improved customer service”.3. Demand Planning Systemsa. This system will use factors such as work-in-progress, inventory levels, plant capacities andproduction plans to further enhance DuPont’s ability to meet “customer demand”.b. This will help “reduce deliver times”andcontribute to the “Investment in International Logistics”.4. Central Research and Development Teama. This central R&D team is aimed at producing breakthroughs in science and technology that willlead to the coordinated development of new products. This initiative will also increase theproductivity of corporate development through the streamlining of the R&D process.b. This initiative aims at contributing to the “stability and growth of revenue” by enhancing growth inDuPont’s product portfolio and contributing to an “increase in market share”.c. The initiative will work with the “Global Climate and Energy Project” on the development ofenvironmentally friendly products, reducing energy costs and aiding corporate sustainability.5. Modern Apprenticeship Programa. This training program will aid the workforce ingaining required skills and qualifications. This willbring in new and different perspectives necessary for the “development of new products” andimprove corporate productivity.b. This will contribute to “improving companyreputation” as DuPont will be seen as providing newopportunities in the job market.6. Bold Energy Plana. The “Bold Energy Plan” aims to improve corporate sustainability and energy efficiency withinDuPont’s current supply chain, thus contributing to DuPonts “2020 Energy Plan”. This, by default,will also reduce DuPont’s total energy costs by $179 million by 2020.7. Stanford University’s Global Climate and Energy Projecta. This project supports the “Bold Energy Plan” by encouraging innovative research into sustainableenergy technologies. The project will address Du Pont’s technology based needs in fields such assolar energy, second-generation biofuels and energy storage, therefore contributing to achieving itsenergy and environmental targets.b. Collaborators in this project include Toyota, General Electric and ExxonMobil who, since theprojects launch in 2002, have together invested over $113Mn in ninety-three research programs.
  • 18. Analysis and Balance Scorecard – DuPont17SignatoriesWe commend this paper to the University of Hertfordshire to be delivered on or by 11 March 2012.Signed on behalf of authors as stated on front page.Jason Cates___________

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