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Building an effective world class Emergency Response and Crisis Management Center is like building a house, with a roof, pillars and foundations
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Copyright © 2012 DuPont. All rights reserved. The DuPont Oval Logo, DuPont™, and The miracles of science™ are registered trademarks or trademarks of DuPont or its affiliates
Are you ready?
To handle emergencies?
FOR INTERNAL USE ONLY
The Acid Test严严严严峻的考峻的考峻的考峻的考验验验验
Call for help to DuPont ERT from TEMA (Tennessee Emergency Management Agency)TEMA(田纳西州紧急事务管理署)寻求杜邦应急响应团队的
帮助
FOR INTERNAL USE ONLY
The Acid Test严严严严峻的考峻的考峻的考峻的考验验验验
Nothing wrong in the container?油罐车的车罐有问题吗?
…
Where did that come from?怎么发生的?
FOR INTERNAL USE ONLY
The Acid Test严严严严峻的考峻的考峻的考峻的考验验验验
How to deal with it?如何处理?
FOR INTERNAL USE ONLY
Our Emergency Response Vision杜邦应急响应愿景杜邦应急响应愿景杜邦应急响应愿景杜邦应急响应愿景
In support of our corporate safety and business objectives, DuPont's worldwide manufacturing operations:
will provide timely and effective emergency response to off-site incidents involving materials we manufacture, use or transport
will assist with other off-site chemical emergencies where DuPont's knowledge and experience is needed to prevent personal injury and protect the environment
FOR INTERNAL USE ONLY6
Emergency Response “House” 应应应应急响急响急响急响应应应应的“房子”的“房子”的“房子”的“房子”
Building The House 如何构建如何构建如何构建如何构建应应应应急响急响急响急响应应应应“房子”“房子”“房子”“房子”
Some Pictures of our House 杜邦杜邦杜邦杜邦应应应应急响急响急响急响应应应应的“房子”的“房子”的“房子”的“房子”
We Live in the Same House 我我我我们们们们同住在一个世界同住在一个世界同住在一个世界同住在一个世界
Building Houses Together 让让让让我我我我们们们们一起构建一起构建一起构建一起构建应应应应急响急响急响急响应应应应的“房子”的“房子”的“房子”的“房子”
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Emergency Response House应应应应急响急响急响急响应应应应体系的构成元体系的构成元体系的构成元体系的构成元素素素素
领导团队领导团队领导团队领导团队
Leadership team
效果验证效果验证效果验证效果验证 Verification
学习和提升学习和提升学习和提升学习和提升 Learning & Development
文化融入文化融入文化融入文化融入 Culture Adoption工具和支持工具和支持工具和支持工具和支持
Tools &Support
执执执执行行行行层层层层面的面的面的面的
构成元素构成元素构成元素构成元素
Building Blocks
for Execution
Equipment设备设备设备设备
People人人人人员员员员
Organization组织组织组织组织
Facilities设设设设施施施施
领导团队领导团队领导团队领导团队
Leadership team
监监监监督指督指督指督指导导导导委委委委员员员员会会会会
Steering Committee管理管理管理管理
Governance 领导团队领导团队领导团队领导团队
Leadership team
FOR INTERNAL USE ONLY
从过往的应急相应指挥中心项目经验中我们认识到从过往的应急相应指挥中心项目经验中我们认识到从过往的应急相应指挥中心项目经验中我们认识到从过往的应急相应指挥中心项目经验中我们认识到::::
我我我我们们们们需要:需要:需要:需要:
管理层的支持
员工的参与
计划
培训和练习
专职领导
Need for management supportemployee involvementplanningtraining and practicedesignated leader
FOR INTERNAL USE ONLY
我我我我们们们们欠缺:欠缺:欠缺:欠缺:
对可能发生的情况的理解和预估
用以向员工发出警报的沟通方法
作为整体计划一环的监管要求
切断重要设备的流程
实际发生紧急情况时员工的应对意识
从过往的应急相应指挥中心项目经验中我们认识到从过往的应急相应指挥中心项目经验中我们认识到从过往的应急相应指挥中心项目经验中我们认识到从过往的应急相应指挥中心项目经验中我们认识到::::
Lack ofUnderstanding of possible scenarios method of communication to alert employees regulatory requirements being part of the planprocedures to shut down critical equipmentAwareness among employees on what actions when it actually happens
FOR INTERNAL USE ONLY10
Emergency Response “House” 应应应应急响急响急响急响应应应应的“房子”的“房子”的“房子”的“房子”
Building The House 如何构建如何构建如何构建如何构建应应应应急响急响急响急响应应应应“房子”“房子”“房子”“房子”
Some Pictures of our House 杜邦杜邦杜邦杜邦应应应应急响急响急响急响应应应应的“房子”的“房子”的“房子”的“房子”
We Live in the Same House 我我我我们们们们同住在一个世界同住在一个世界同住在一个世界同住在一个世界
Building Houses Together 让让让让我我我我们们们们一起构建一起构建一起构建一起构建应应应应急响急响急响急响应应应应的“房子”的“房子”的“房子”的“房子”
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Define Corporate Principles
for Managing
Crisis/Emergency
To align management team on principles involved in making decisions for managing emergencies/crisis
Baseline Assessment for
Emergency Preparedness
To understand organization’s readiness for management of incidents, emergencies and crises
Stakeholder Identification
& Analysis
To know whom to involve and how to communicate with them about potential issues
Step 1: 现现现现状和愿景状和愿景状和愿景状和愿景 Align Status Quo and Vision with Leadership
FOR INTERNAL USE ONLY
Emergency Response
Center Organizational
Design
Design framework, roles and responsibilities with inventory of capability and capacity needs for managing emergencies/crisis
Emergency Response
Standards/Processes
Identify scenarios through
structured processes
Process for specific
emergencies
Design specific detailed parts of the emergency response framework with a focus on addressing specific identified challenges and action items
Capability and Capacity
Planning
Use framework to develop an overall capability and capacity plan
Step 2: 组织结组织结组织结组织结构的提升构的提升构的提升构的提升 Organizational Development
FOR INTERNAL USE ONLY
Step 3: 构筑人员和设备的能力构筑人员和设备的能力构筑人员和设备的能力构筑人员和设备的能力 Building Equipment and People
Capacity
People Skills Augmentation
Enhance skills in managing emergency situations, through field application, based on identified needs
Facilities & Equipment
Improvement
Review and upgrade facilities and equipment for managing emergency situations through field application
based on identified needs
FOR INTERNAL USE ONLY
Emergency DrillsRefresher and readiness training for existing employees
Learning and
Development
Curriculum
Competence management to ensure the organization maintains full functionality and improvement while employees come and go
Step 4: 导导导导入入入入学学学学习习习习和提升的内容和提升的内容和提升的内容和提升的内容 Install Learning and Development System
FOR INTERNAL USE ONLY
Competency driven learning curriculum能力能力能力能力驱动驱动驱动驱动的的的的课课课课程程程程设计设计设计设计
STAGE 1 第一第一第一第一阶阶阶阶段段段段 基本知基本知基本知基本知识识识识技能技能技能技能
► Recognition of standards and application in the field
► Awareness of concepts and techniques► Focus is on learning. Level of
experience gained in a classroom and/or experimental scenarios or as a trainee on-the-job. Expected to need help when performing this competency/KSA. Focus is on developing through experience.
STAGE 1Fundamentals基本知基本知基本知基本知识识识识技能技能技能技能
STAGE 2Competent完全合格完全合格完全合格完全合格胜胜胜胜任任任任
STAGE 3Expert/
Specialized成成成成为领为领为领为领域域域域专专专专家家家家
STAGE 2第一第一第一第一阶阶阶阶段段段段 完全合格完全合格完全合格完全合格胜胜胜胜任任任任
► Practical application - Able to successfully complete tasks in this competency as requested. Help from an expert may be required from time to time, but can usually perform the competency/KSA independently. Focus is on applying and enhancing knowledge, skill or ability.
STAGE 3第一第一第一第一阶阶阶阶段段段段 成成成成为领为领为领为领域域域域专专专专家家家家
► Applied theory - Perform the actions associated with this skill without assistance. Recognized within immediate organization as "a person to ask" when difficult questions arise regarding this competency/KSA. Focus is on broad organizational/professional issues.
COMPETENCY能力能力能力能力
PROFICIENCY LEVEL精通程度精通程度精通程度精通程度
TARGET GROUP目目目目标标标标人群人群人群人群
Front Line Workers一一一一线员线员线员线员工工工工
Supervisors andProfessionals主管与主管与主管与主管与专业专业专业专业
技技技技术术术术人人人人员员员员
Managers andLeaders经经经经理和理和理和理和领导领导领导领导
Initial individual
Assessment初始个人初始个人初始个人初始个人评评评评估估估估
Completionof courses完成完成完成完成课课课课程程程程
observedactivities观观观观察行察行察行察行为为为为
final individual
assessment期期期期终终终终个人个人个人个人评评评评估估估估
Certification证书证书证书证书
COMPETENCY
能力能力能力能力
Front Line
Workers
Supervisors and
Professionals
Managers and
Leaders
► Safety orientation series ► Emergency procedure► Personal Protective Equipment
BASIC初初初初级级级级
► Safety orientation ► First Party Auditing► Regulatory Compliance
Requirements
► Employee involvement► Healthcare Ergonomics:
working to your advantage► Slips, trips and falls prevention
► Safety Meetings► Incident Investigation (1&2)
► FELT Leadership► Safety Meetings and
communications workshop► Regulatory Compliance
Requirements
► Actions Employee Can Take► Take Two for Safety
ADVANCED高高高高级级级级
► Hazard recognition and Control► Managing distractions and
maintaining safety
► Safety Management Systems that work for Operations Leaders► STOP™ For Supervision
► Incident Investigation (3&4)► Job safety analysis► Ergonomics: solving the puzzle
► Management of Change including
organizational change► Management of Change –
Personnel► Ergonomics Leadership Overview
► Root Cause Failure Analysis/Incident
Investigation► Injury/illness recordkeeping► Ergonomics Facilitation ► Training
EXPERT专专专专家家家家级级级级
► Emergency Action Plan
► Contractors Safety Management
► Emergency Action Plan
► Media Training► Second Party Auditing
Certification证书证书证书证书
BASIC初初初初级级级级
ADVANCED
高高高高级级级级
EXPERT
专专专专家家家家级级级级
Certification证书证书证书证书
Example: Curriculum on Safety 安全安全安全安全课课课课程示例程示例程示例程示例
Train the Trainer: self-sustaining model for develo ping and mentoring expert trainers throughout organization内内内内训师训师训师训师培培培培训训训训: 可以在可以在可以在可以在组织组织组织组织内部建立可持内部建立可持内部建立可持内部建立可持续续续续的的的的专专专专家培家培家培家培训训训训力量力量力量力量
Departments
部门部门部门部门
Departments
部门部门部门部门
Departments
部门部门部门部门
Departments
部门部门部门部门
Project Team: Develops Content and Rollout Plan
项目组项目组项目组项目组::::开发内容开发内容开发内容开发内容
及推广计划及推广计划及推广计划及推广计划
Project Team: Develops Content and Rollout Plan
项目组项目组项目组项目组::::开发内容开发内容开发内容开发内容
及推广计划及推广计划及推广计划及推广计划
Project Team: Develops Learning
Curriculum
项目组项目组项目组项目组: 开发培训开发培训开发培训开发培训
课程表课程表课程表课程表
Project Team: Develops Learning
Curriculum
项目组项目组项目组项目组: 开发培训开发培训开发培训开发培训
课程表课程表课程表课程表
Leadership & Project Team
领导层与项目组领导层与项目组领导层与项目组领导层与项目组
Leadership & Project Team
领导层与项目组领导层与项目组领导层与项目组领导层与项目组
Train trainers Organization
Strategy
内训组织战略内训组织战略内训组织战略内训组织战略
Learning & Development
Program Experts
学习与发展项目学习与发展项目学习与发展项目学习与发展项目
专家专家专家专家
Content / Subject Matter Experts
内容内容内容内容 / 专业领域的专业领域的专业领域的专业领域的
专家专家专家专家
DuPont Delivery Team
杜邦培训实施团队杜邦培训实施团队杜邦培训实施团队杜邦培训实施团队
Trainer 1
内训师内训师内训师内训师1
Department 1 Learners
部门部门部门部门1 学员学员学员学员
Trainer 2
内训师内训师内训师内训师 2
Department 2 Learners
部门部门部门部门2学员学员学员学员
Trainer 3
内训师内训师内训师内训师 3
Department 3 Learners
部门部门部门部门3学员学员学员学员
I
m
p
l
e
m
e
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t
&
S
u
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t
a
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FOR INTERNAL USE ONLY
Level 1: Incidental Training第一第一第一第一级级级级: 偶偶偶偶发发发发性培性培性培性培训训训训
Source of Ad-Hoc Job Support | Mentoring & Apprenticeship | Emerging Need for Professional Training | SME Focused
Level 2: Training & Development Excellence第二第二第二第二级级级级: 有有有有优优优优秀的培秀的培秀的培秀的培训训训训与与与与发发发发展机制展机制展机制展机制
Source of Designed Instruction | Evolving Governance & Operations Improving L&D Core Processes | Program Focused
Level 3: Talent & Performance Improvement第三第三第三第三级级级级: 人材与人材与人材与人材与绩绩绩绩效的真正提升效的真正提升效的真正提升效的真正提升
Source of Talent Development & Performance. Consulting | Integrated with HR/TM Improving Alignment | Process & Tech Focus
Level 4: Organizational Capability第四第四第四第四级级级级: 组织组织组织组织能力的壮大能力的壮大能力的壮大能力的壮大
Source of Business Performance Capability & Learning AgilityExecutive Driven | Cultural & Systemic Focus
Company Name: Bersin & AssociatesDate of Publication: 11/7/2012Author: David MallonTitle of the Source Publication: Bersin & Associates High-Impact Learning Organization Maturity Model®Research ID: 16032
MethodsExpertise LevelsLeadershipProblems to Be Solved
Use High-Impact Learning Organization® Maturity Mod el高效学高效学高效学高效学习习习习型型型型组织组织组织组织
®成熟度模型成熟度模型成熟度模型成熟度模型
Emergency Response Table Top 应急响应中心模型应急响应中心模型应急响应中心模型应急响应中心模型
Crisis Table-Top
Periodically re-evaluate potential new scenarios to add capability to deal with new, different emergencies
FOR INTERNAL USE ONLY
Core value centered Learning and Development leads to a highperforming, agile, highly reliable and fast learning organizationwith self-managing high performing teams以核心价值为中心的学习和发展
将促成灵活可靠和快速的学习型组织与自我管理的高绩效团队
Step 5:导导导导入核心价入核心价入核心价入核心价值观值观值观值观以最大限度地提高效能以最大限度地提高效能以最大限度地提高效能以最大限度地提高效能 Install Core Values to Maximize Performance
FOR INTERNAL USE ONLY
Mindsets strategic focuses have to evolve:� from more ”awareness based” to “social based”
� from “procedure-driven approach” to a “social influence approach”
� 从意从意从意从意识层识层识层识层面向社会面向社会面向社会面向社会层层层层面面面面转变转变转变转变
� 从程序向社会影响从程序向社会影响从程序向社会影响从程序向社会影响转变转变转变转变
Step 6:运用运用运用运用DnA杜邦安全管理整合方案建立行杜邦安全管理整合方案建立行杜邦安全管理整合方案建立行杜邦安全管理整合方案建立行为为为为安全文化安全文化安全文化安全文化
Obtain Behavioral Adaptation via DuPont Integrated (DnA) Approach
FOR INTERNAL USE ONLY
Preparing and Monitoring
Effectiveness
Install verification and
certification process
PreparationPreparation DiagnoseDiagnose CertificationCertification
A3Development
A3Development
Cascading Events
Cascading Events
KPI Agreement
KPI Agreement
Gap to World ClassGap to World Class Visual BoardsVisual Boards
Performance ManagementPerformance Management
CertificationStrategy
Define Criteria
Set Metrics
Set Standard
Visual Tracking
PerformanceDialogues
Action Plans
6-8 metrics
Goals/Limit/Over Time
Outside
Dashboards
Performance
Measure
Step 7:通通通通过结过结过结过结果果果果验证验证验证验证以确保以确保以确保以确保执执执执行的有效性行的有效性行的有效性行的有效性
Install Verification Process to drive implementatio n
FOR INTERNAL USE ONLY23
Emergency Response “House” 应应应应急响急响急响急响应应应应的“房子”的“房子”的“房子”的“房子”
Building The House 如何构建如何构建如何构建如何构建应应应应急响急响急响急响应应应应“房子”“房子”“房子”“房子”
Some Pictures of our House 杜邦杜邦杜邦杜邦应应应应急响急响急响急响应应应应的“房子”的“房子”的“房子”的“房子”
We Live in the Same House 我我我我们们们们同住在一个世界同住在一个世界同住在一个世界同住在一个世界
Building Houses Together 让让让让我我我我们们们们一起构建一起构建一起构建一起构建应应应应急响急响急响急响应应应应的“房子”的“房子”的“房子”的“房子”
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DuPont Integrated EmergencyResponse and Training Center杜邦整合的杜邦整合的杜邦整合的杜邦整合的应应应应急响急响急响急响应应应应和培和培和培和培训训训训中心中心中心中心
FOR INTERNAL USE ONLY
.Training Programs 培培培培训项训项训项训项目目目目
DuPont trains its Teams utilizing in house developed programs that havebeen certified by NFPA - PRO Board asmeeting the requirements of OSHA1910.120 (q) & NFPA 472 Chapter 6 as well as IFSAC / Oklahoma State University Fire Extension Programs.
Programs are designed to improve both knowledge and skills through practical, hands-on training with equipment and fittings that responders are likely touse / find at the scene.
Hazardous Materials TechnicianStreet Smart ChemistryIncident CommandTank Car SpecialistCargo Tank SpecialistInter- Modal SpecialistPesticides SpecialistDOT TrainingPersonal Protective EquipmentEnvironmental MonitoringWeapons of Mass Destruction
A Grab from the Curriculum应应应应急响急响急响急响应应应应培培培培训课训课训课训课程概程概程概程概览览览览
FOR INTERNAL USE ONLY
Team Leader Training应应应应急响急响急响急响应团队领导应团队领导应团队领导应团队领导者培者培者培者培训训训训
IER Team Leaders in addition to their training as a teammember must demonstrate:
» leadership qualities» knowledge of DuPont’s emergency and crisis
management plans and their implementation» ability to deal with the public sector and address
their concerns. » knowledge of Incident Command protocol
FOR INTERNAL USE ONLY
应急响应培训条件要求
Community Awareness and Emergency Response (CAER) Cars
Hands On Emergency Response Training Tank Trucks
FOR INTERNAL USE ONLY31
Emergency Response “House” 应应应应急响急响急响急响应应应应的“房子”的“房子”的“房子”的“房子”
Building The House 如何构建如何构建如何构建如何构建应应应应急响急响急响急响应应应应“房子”“房子”“房子”“房子”
Some Pictures of our House 杜邦杜邦杜邦杜邦应应应应急响急响急响急响应应应应的“房子”的“房子”的“房子”的“房子”
We Live in the Same House 我我我我们们们们同住在一个世界同住在一个世界同住在一个世界同住在一个世界
Building Houses Together 让让让让我我我我们们们们一起构建一起构建一起构建一起构建应应应应急响急响急响急响应应应应的“房子”的“房子”的“房子”的“房子”
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By 2050, Food production needs to increase by 70% to feed 9
billion people, while sustaining use of natural resources
By 2035, the world will consume 40% more energy than today 1,000,000 people per year lose
their lives to workplace injuries alone
ENERGY能源能源能源能源 PROTECTION安全防安全防安全防安全防护护护护
FOOD粮食粮食粮食粮食
The World needs
solutions to some really
BIG challenges…世界需要解决方案来世界需要解决方案来世界需要解决方案来世界需要解决方案来应对应对应对应对大挑大挑大挑大挑战战战战
Under business-as-usual, CO2emissions will more than double
until 2035
FEEDING THE WORLD REDUCING OUR DEPENDENCE
ON FOSSIL FUELS
KEEPING PEOPLE AND
THE ENVIRONMENT SAFE
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But these challenges are too big for any 但是但是但是但是,挑挑挑挑战战战战如此之大如此之大如此之大如此之大,没有任何没有任何没有任何没有任何
one government一个政府一个政府一个政府一个政府
one company, or一个公司一个公司一个公司一个公司
one region of the world一个地区一个地区一个地区一个地区
to address.能能能能够够够够独自独自独自独自应对应对应对应对
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Seeds, crop protection, food & nutrition products, and food packaging materials
Food
PV, fuel cell components, energy efficient Tyvek®
materials, lightweight composites for transportation, biofuels, and biomaterials
Protection
Kevlar ®, Nomex® and Tyvek® for worker protection, SentryGlas®, safety services, and environmental protection material solutions
Energy
Mega Trends Focus on the developing world
DuPont opened 4 newInnovation centers in 2011
Open innovation
Together, we can accomplish what no one can do alone
A clear corporate strategy is giving directions to our research and development teams to focus on what, where and how t o innovate
杜邦的杜邦的杜邦的杜邦的战战战战略是引略是引略是引略是引导导导导研研研研发团队专发团队专发团队专发团队专注于开放式注于开放式注于开放式注于开放式创创创创新新新新
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ConceptEvaluation(Measure)
CustomerQualification(Verify)
PrototypeTesting (Design)
CandidateDevelopment(Analyze)
Launch &Validation(Realization)
UniversitiesStart-upsGovernment Contract ResearchDuPont BUs & Functions
CompaniesTechnology Licensing
Lead UsersToll ManufacturersSuppliers
Contracts JDAs / Alliances / Venture Investments
LicensingJoint Ventures
Marketing Partnerships
Today, DuPont focuses on open innovation, i.e. the use of inflows and outflows of knowledge to accelerate internal in novation, and expand the markets for external use of innovation… 如今,杜邦致力如今,杜邦致力如今,杜邦致力如今,杜邦致力
于开放式于开放式于开放式于开放式创创创创新,如通新,如通新,如通新,如通过过过过知知知知识对识对识对识对内内内内对对对对外的流外的流外的流外的流动动动动加速内部加速内部加速内部加速内部创创创创新、将新、将新、将新、将创创创创新技新技新技新技术术术术引引引引
入更广泛的入更广泛的入更广泛的入更广泛的领领领领域域域域
Ideation (Define)
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Building strategies that build Sustainable Growth a nd achieve the benefit for all stakeholders构建可持构建可持构建可持构建可持续发续发续发续发展展展展战战战战略、略、略、略、实现实现实现实现相关利益者的利益相关利益者的利益相关利益者的利益相关利益者的利益
“We affirm to all our stakeholders, including our employees, customers, shareholders and the public, that we will conduct ourbusiness with respect and care for the environment, we will implement those strategies that build Sustainable Growth and achievethe benefit for all our stakeholders without compromising the ability of future generations to meet their needs”
DuPont Website on our Core Values
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Emergency Response “House” 应应应应急响急响急响急响应应应应的“房子”的“房子”的“房子”的“房子”
Building The House 如何构建如何构建如何构建如何构建应应应应急响急响急响急响应应应应“房子”“房子”“房子”“房子”
Some Pictures of our House 杜邦杜邦杜邦杜邦应应应应急响急响急响急响应应应应的“房子”的“房子”的“房子”的“房子”
We Live in the Same House 我我我我们们们们同住在一个世界同住在一个世界同住在一个世界同住在一个世界
Building Houses Together 让让让让我我我我们们们们一起构建一起构建一起构建一起构建应应应应急响急响急响急响应应应应的“房子”的“房子”的“房子”的“房子”
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2
3
4
目录目录目录目录
5
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应急响应体系的构成元素应急响应体系的构成元素应急响应体系的构成元素应急响应体系的构成元素
Emergency Response Building Blocks
监监监监督指督指督指督指导导导导委委委委员员员员会会会会
Steering Committee
领导团队领导团队领导团队领导团队
Leadership team
管理管理管理管理
Governance
效果验证效果验证效果验证效果验证 Verification
学习和提升学习和提升学习和提升学习和提升 Learning & Development
文化融入文化融入文化融入文化融入 Culture Adoption工具和支持工具和支持工具和支持工具和支持
Tools &Support
执执执执行行行行层层层层面的面的面的面的
构成元素构成元素构成元素构成元素
Building Blocks
for Execution
Equipment设备设备设备设备
People人人人人员员员员
Organization组织组织组织组织
Facilities设设设设施施施施
杜邦可以提供的服杜邦可以提供的服杜邦可以提供的服杜邦可以提供的服务务务务
Where DuPont can support
6
1
5
4 3 2
7
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Useful links and references 有用的有用的有用的有用的链链链链接和参考接和参考接和参考接和参考
� DuPont public site on innovation: http://www2.dupont.com/inclusive-innovations/en-us/gss/index.html
� SmartBlog on Leadership interview with Thomas Connelly, DuPont CIO: http://smartblogs.com/leadership/2010/10/29/smartbrief-qa-tom-connelly/
� Davide Vassallo in Environmental Leader on the link between innovation and sustainability: http://www.environmentalleader.com/2012/08/22/when-sustainability-becomes-a-challenge-opportunities-for-innovation-abound/
� Douglas Muzyka, Chief Science and Technology Officer, presentation on DuPont’s science-powered innovation: http://investors.dupont.com/phoenix.zhtml?p=irol-eventDetails&c=73320&eventID=4808816
� Overview of DuPont Sustainable Solutions: http://www2.dupont.com/sustainable-solutions/en-us/dss/sustainable-solutions.html
� Overview of DuPont Emergency Response: http://www.dupontert.com/
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Copyright © 2012 DuPont or its affiliates. All righ ts reserved. The DuPont Oval Logo, DuPont™, The miracles of science™ a nd all products denoted with ™ or ® are registered trademar ks or trademarks of E. I. du Pont de Nemours and Company or its affiliates.
Images reproduced by E. I. du Pont de Nemours and C ompany under license from the National Geographic Society.
For more information:
Johnny.browaeys@dupont.com
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Safety and Health
Environmental Stewardship
Highest Ethical Behavior
Respect for People
The Foundation of DuPont
41
CORE VALUES
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