WILMINGTON, Del., April 9, 2015 /PRNewswire/ -- DuPont (NYSE:
DD) today announced that its Board of Directors has mailed a letter
to shareholders detailing the collective strength of the Board,
which has been deliberately structured to incorporate the full
range of experiences and skills required to lead a global science
and technology company of DuPont's scale. The letter also
identifies individual capabilities DuPont directors bring to the
Board's exercise of its essential governance and oversight of the
company's strategy as it continues to deliver higher growth and
higher value now, and position the company for long term success.
The letter explains that the Board recommends that shareholders
support all of its nominees because Trian's nominees do not bring
skills or expertise that are additive to the DuPont Board and are
committed to Trian's value destructive breakup agenda.
The mailing also provides personal perspectives from DuPont's
newest directors, Ed Breen and
Jim Gallogly, who bring to the Board
significant experience in business transformations and proven track
records creating shareholder value. In a special Q&A,
these two newest directors reflect on their decisions to join the
DuPont Board and, in the case of Jim
Gallogly, his decision not to accept Trian's invitation to
join its slate.
The DuPont Board of Directors strongly recommends that
shareholders vote on the WHITE proxy card "FOR" all 12 of
DuPont's qualified and experienced directors: Lamberto Andreotti, Edward D. Breen, Robert
A. Brown, Alexander M.
Cutler, Eleuthère I. du Pont, James
L. Gallogly, Marillyn A.
Hewson, Lois D. Juliber,
Ellen J. Kullman, Ulf M. Schneider, Lee M.
Thomas and Patrick J.
Ward.
DuPont's letter to shareholders and other materials regarding
the Board's recommendation for the 2015 Annual Meeting of
Shareholders can be found at www.dupontdelivers.com.
The full text of the letter and the Q&A from Ed Breen and Jim
Gallogly follow:
April 9, 2015
Dear Fellow Shareholder,
You face an important decision regarding the future value of
your investment in DuPont. You are represented by a Board of
Directors that has been carefully structured to incorporate the
full range of experiences and skills required to lead a global
science and technology company of our scale—particularly one in the
midst of transformational change. Your directors have been
specifically identified and recruited to ensure that your Board is
composed of exceptional individuals who, together, have the right
mix of capabilities to deliver superior shareholder value.
Your directors have been responsible stewards of your investment
and have guided DuPont's multi-year strategic transformation to
create a higher growth, higher value company. This strategy is
driving results. DuPont has delivered total shareholder returns of
266% over the past six years, outperforming both the S&P 500
and the Company's proxy peers.1 Importantly, the
growth of our ongoing, post-Chemours spin business demonstrates the
strength of the next generation DuPont and shows that our plan is
working.
Despite this proven track record, Trian Fund Management seeks to
replace four of your highly accomplished directors with nominees
who do not have the relevant skills, expertise, or experience
possessed by the directors they seek to replace—attributes that the
Corporate Governance Committee has specifically identified as
critical to your Board's ability to continue delivering superior
shareholder value. It is clear that Trian is attempting to
dismantle the leadership of your Board and remove the chairs of
several key committees in an effort to advance their agenda and
thwart DuPont's strategy—a strategy that has delivered superior
value for shareholders and is positioning the Company to continue
delivering higher growth and higher value.
Trian's stated intent is to break up and add debt to DuPont—a
high-risk, value-destructive agenda that your Board has unanimously
determined is not in the best interests of shareholders. Trian's
nominees offer no incremental value to DuPont's Board and would
significantly reduce or eliminate key experience and skill sets
that your Board currently possesses, including corporate governance
expertise, science and technology acumen, regulatory and government
relations knowledge, emerging market growth experience, global
manufacturing and supply chain knowledge, and environmental
management expertise.
YOUR BOARD POSSESSES THE UNIQUE SET OF SKILLS
AND EXPERIENCE TO PROTECT THE VALUE OF YOUR INVESTMENT AND DELIVER
A HIGHER GROWTH, HIGHER VALUE DUPONT
Your Board is composed of world-class thought leaders with
significant global corporate strategy, operational,
commercially-focused R&D, and finance experience, as
well as exceptional track records of creating shareholder value.
Together, your directors form a body with the collective skills and
expertise needed to drive the development of DuPont's strategy and
ensure management accountability for its effective execution.
We regularly renew and refresh your Board to add capabilities and
perspectives that will best enable the Company to navigate evolving
opportunities and challenges.
COMBINED SKILLS AND
EXPERIENCE OF YOUR DUPONT BOARD
|
SCIENCE /
GROWTH
|
FINANCE /
OPERATIONS
|
MANAGEMENT /
LEADERSHIP
|
PUBLIC
MARKETS
|
GOVERNMENT /
REGULATORY
|
- Science &
Technology
- Industry
Related
- International
Markets
|
- Finance, Audit
& Accounting
- Portfolio
Transformation / M&A
- Operations /
Manufacturing
|
- Executive
Leadership
- Board / Corporate
Governance
- Human
Resources
|
- Capital
Markets
- Investor
Relations
- Investment
Management
|
- Government
Affairs
- Environmental
Management
- NGOs
|
|
|
|
|
|
|
|
|
|
As you can see from their profiles below, each of your
directors is extremely qualified and brings unique experiences that
are highly beneficial to DuPont. Together, your directors
provide rigorous oversight of the Company's progress through their
independence, high level of engagement, commitment to management
accountability and balanced tenures. Important facts about the full
Board include:
- All directors are independent, except CEO Ellen Kullman.
- Ten directors are current or former CEOs, CFOs or COOs of
major public companies—including Bristol-Myers Squibb,
Colgate-Palmolive, Cummins, Eaton, Fresenius, Georgia-Pacific, Lockheed Martin,
LyondellBasell, Rayonier and Tyco International—each of whom has
experience that relates directly to DuPont's business.
- Three were recently named "Best Performing CEOs in the
World" by Harvard Business Review.2
- Directors also bring essential scientific and regulatory
knowledge: One director is a former head of the U.S.
Environmental Protection Agency and another is a scientist named
one of the "100 Most Influential Chemical Engineers of the Modern
Era."3
- Six new directors have joined since 2011, bringing fresh
perspectives to your Board. Earlier this year, as a result of
the transition of two directors to the Chemours Board, we added two
new directors—Ed Breen and Jim Gallogly—who have significant
experience in business transformations and proven track
records of creating shareholder value.
- Trian is attempting to replace four DuPont directors who are
exceptionally well-qualified to serve on your Board. These
directors chair several key committees and have made
significant, unique contributions as Board members that have
enhanced the value of the Company.
In addition to the information provided in this letter on the
entire Board, we wanted you to hear directly from your two newest
directors—Messrs. Breen and Gallogly. Please read the enclosed
Q&A to learn more about their important perspectives.
This is a critical moment in DuPont's history. We are in
the midst of a major transformation, and we strongly believe that
we have the right Board and the right strategy to shape the next
generation DuPont and continue building value for you, our
shareholders. Trian is asking you to replace your highly qualified
directors with their hand-picked nominees who not only lack the
skills required to advance the successful work underway at DuPont
but are also singularly focused on pursuing Trian's high-risk,
value-destructive agenda.
TO PROTECT THE VALUE OF YOUR INVESTMENT IN
DUPONT, PLEASE VOTE THE WHITE PROXY CARD TODAY.
Thank you for your support.
Sincerely,
/s/
|
|
/s/
|
|
Ellen
Kullman
|
|
Alexander
Cutler
|
|
Chair of the Board
and Chief Executive Officer
|
Lead Independent
Director
|
|
|
|
|
/s/
|
/s/
|
/s/
|
|
Lamberto
Andreotti
|
Edward
Breen
|
Robert Brown,
PH.D.
|
|
|
|
|
/s/
|
/s/
|
/s/
|
|
Eleuthere Du
Pont
|
James
Gallogly
|
Marillyn
Hewson
|
|
|
|
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/s/
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/s/
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/s/
|
/s/
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Lois
Juliber
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Ulf "Mark"
Schneider
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Lee
Thomas
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Patrick
Ward
|
MEET YOUR BOARD OF DIRECTORS
Your Board is a powerful advocate for
shareholders, and is overseeing a strategy that has delivered
results and is creating a higher growth, higher value
DuPont.4
ELLEN
KULLMAN
Chair of the Board
&
Chief Executive
Officer of DuPont
- 27 years of
experience at DuPont
- Founded Industrial
Biosciences and Sustainable Solutions businesses
- Delivered 266% TSR
vs. S&P 500's 159% since becoming CEO
- Chair of U.S. China
Business Council, and member of U.S. India CEO Forum
- Member, National
Academy of Engineering
- Named one of "50
Most Powerful Women in Business" by Fortune
|
ALEXANDER
CUTLER
Lead Independent
Director of DuPont,
Chairman & CEO
of Eaton
- Delivered 576% TSR
vs. S&P 500's 90% since becoming CEO
- Former Corporate
Governance Chair of the U.S. Business Roundtable
- Named one of "Best
Performing CEOs in the World" by Harvard Business
Review
- Chair of Corporate
Governance committee and serves on Human Resources &
Compensation committee for DuPont Board
|
LAMBERTO
ANDREOTTI
CEO and
Chairman-elect of Bristol-Myers Squibb
- Manages $4.5B
annual R&D budget
- Delivered 181% TSR
vs. S&P 500's 89% since becoming CEO
- Named one of the
Top 10 "100 Best Corporate Citizens" for four consecutive years by
Corporate Responsibility Magazine
- Serves on Audit and
Science & Technology committees for DuPont Board
|
EDWARD
BREEN
Chairman &
Former CEO of Tyco
- Delivered 738% TSR
vs. S&P 500's 216% as CEO / Chairman
- Saved Tyco from the
brink of bankruptcy and led a total corporate restructuring,
returning the company to a leading market position
- Named one of "100
Most Influential People in Business Ethics" by
Ethisphere
- Former President
& COO of Motorola
- Serves on Human
Resources & Compensation and Environmental Policy committees
for DuPont Board
|
ROBERT BROWN,
PH.D.
President of
Boston University
- Former provost and
professor of chemical engineering at MIT
- Named one of "100
Most Influential Chemical Engineers of the Modern Era" by American
Institute of Chemical Engineers
- Former President's
Council of Advisors on Science and Technology
- Chair of Science
& Technology committee and serves on Audit committee for DuPont
Board
|
ELEUTHERE DU
PONT
President of the
Longwood Foundation
- Former CFO and SVP
of Operations of drugstore.com
- Former President
and CFO of Wawa
- Director of WSFS
Financial
- Chair of Audit
committee and serves on Science & Technology committee for
DuPont Board
|
JAMES
GALLOGLY
Former Chairman of
the Management Board & CEO of LyondellBasell
- Delivered 593% TSR
vs. S&P 500's 82% as CEO through announcement of his
retirement
- Guided
LyondellBasell out of bankruptcy and grew the company into one of
the largest and most profitable chemical companies in the
world
- Named one of "Best
Performing CEOs in the World" by Harvard Business
Review
- Serves on Audit and
Corporate Governance committees for DuPont Board
|
MARILLYN
HEWSON
Chairman & CEO
of Lockheed Martin
- Delivered 125% TSR
vs. S&P 500's 51% since becoming CEO
- Appointed to the
President's Export Council
- Named one of "25
Most Powerful Women In The World" by Forbes
- Named one of "50
Most Powerful Women in Business" by Fortune
- Serves on Human
Resources & Compensation and Corporate Governance committees
for DuPont Board
|
LOIS
JULIBER
Former Vice
Chairman, COO and CTO of the Colgate-Palmolive
Company
- Delivered aggregate
TSR outperformance of 1,900 bps (2% TSR vs. S&P
500's
- –17%) during
tenure as COO and Vice Chairman
- Named one of "50
Most Powerful Women in Business" by Fortune
- Chairman of
MasterCard Foundation
- Trian nominee to
Kraft Board in 2007
- Chair of Human
Resources & Compensation committee and serves on Science &
Technology committee for DuPont Board
|
ULF "MARK"
SCHNEIDER
CEO of
Fresenius
- Delivered 957% TSR
vs. S&P 500's 174% since becoming CEO
- Grew revenues and
net income by 229% and 844%, respectively
- Named one of "Best
Performing CEOs in the World" by Harvard Business
Review
- Serves on Audit and
Corporate Governance committees for DuPont Board
|
LEE
THOMAS
Former Chairman
and CEO of Rayonier
- Delivered 81% TSR
vs. S&P 500's 4% as CEO
- Former President
and COO of Georgia-Pacific
- Former head of the
U.S. EPA and Associate Director of FEMA
- Serves on Human
Resources & Compensation and Environmental Policy committees
for DuPont Board
|
PATRICK
WARD
CFO of
Cummins
- Oversaw 158% TSR
vs. S&P 500's 72% as CFO
- Expanded operating
margins by 39% and grew net income by 119%
- Oversaw upgrade of
Cummins' credit rating three times since 2011
- Serves on Audit and
Environmental Policy committees for DuPont Board
|
For full biographical information on each of your DuPont
directors, as well as additional proxy information, visit
dupontdelivers.com.
Please use the enclosed WHITE proxy card today to vote
FOR All of DuPont's highly qualified and experienced
director nominees.
REMEMBER: We urge you to simply discard any "gold" proxy
card you may receive from Trian. Submitting a vote on the gold
proxy card – even if you "withhold" on Trian's nominees – will
revoke any vote you had previously submitted on DuPont's
WHITE proxy card.
THE BEST WAY TO SUPPORT YOUR BOARD IS TO VOTE USING ONLY THE
WHITE PROXY CARD.
If you have questions about how to vote your
shares, or need additional assistance, please contact the firm
assisting us in the solicitation of proxies:
INNISFREE M&A
INCORPORATED (877) 750-9501 (toll-free from the US and
Canada) (412) 232-3651 (from other
locations)
|
________________
1 Total Shareholder Return measured from 12/31/08 – 12/31/14. Calculated as the
appreciation or depreciation of share price, plus any dividends,
over a given period, expressed as a percentage of the share's value
at the beginning of the period. Assumes dividends are re-invested
at the closing price applicable on the ex-dividend date. Source:
Datastream. Proxy Peers: 3M, Air Products, Baxter Intl, Boeing,
Caterpillar, Dow Chemical, Emerson, Honeywell, Ingersoll-Rand,
Johnson Controls, Johnson and Johnson, Kimberly Clark, Merck, Monsanto, Procter and
Gamble, Syngenta AG, and United Technologies. TSR reported on a
market cap weighted basis. Closing prices are adjusted for
spin-offs, stock splits, rights and special dividends.
2 From the November 2014
issue of The Harvard Business Review.
3 Awarded by American Institute of Chemical
Engineers.
4 Director performance metrics from Thomson Reuters
Datastream and public filings; Total shareholder return calculated
from undisturbed date prior to assuming role through 12/31/2014, or
until he/she no longer held the position, whichever was sooner.
Gallogly total shareholder return calculated from April 28, 2010 (the first trade date for
LyondellBasell after its emergence from bankruptcy) through
September 29, 2014 (the date one day
prior to the date that the company announced Mr. Gallogly's intent
to retire).
The full text of the Q&A with Ed
Breen and Jim Gallogly, which
was included in the mailing, follows:
IMPORTANT PERSPECTIVES FROM DUPONT'S NEWEST
DIRECTORS:
ED BREEN AND JIM GALLOGLY
Earlier this year, with the transition of two incumbent
directors to the Chemours board, your DuPont Board added two new
directors—Ed Breen and Jim Gallogly—who have significant experience
in business transformations and proven track records creating
shareholder value. Given their backgrounds, Ed and Jim are widely
regarded as change agents, which makes them both a great fit for
your Board's culture of self-transformation.
We thought you would be interested in hearing your newest
directors discuss the unique strengths they bring to DuPont and, in
particular, what attracted them to serve as directors of your
DuPont Board.
Ed Breen
A DuPont director since February
2015, Mr. Breen is also Chairman of the Board of Directors
of Tyco International plc. As Chairman and Chief Executive Officer
from 2002 to 2012, he oversaw a comprehensive plan to streamline
Tyco's portfolio, while setting an industry standard for good
governance. During his
tenure,1 Tyco delivered
738% in total shareholder returns, compared to 216% for the S&P
500.
- You are widely known for dramatically reshaping Tyco and
delivering tremendous value in the process. Do you see parallels
with DuPont?
DuPont has evolved over more than two centuries to position
itself for continued success. Transformation is a must for every
company, but every situation is different. The key to doing it
right is coming to each situation with an open mind. Getting to a
productive outcome requires effective decision-making, based on the
specific facts and circumstances of that particular company.
At Tyco, we faced a very different set of facts than at DuPont—and
the situation at Tyco required extreme measures. DuPont's results
demonstrate the rigor of the analysis and execution under Chair and
CEO Ellen Kullman's leadership. Once
the Chemours spin-off is complete, DuPont will be aligned around
its richest opportunities. From there, the role of the Board will
be to guide and oversee the execution and evolution of the strategy
to ensure DuPont is capitalizing on its opportunities in the best
manner possible to create value for shareholders, making decisions
based on facts, circumstances, and thorough analysis and
review.
- You were approached to join Trian's Advisory Board early
last year. How is your perspective different from Trian's and,
specifically, its agenda for DuPont?
Trian seems to employ the same strategy in each of their
investments, regardless of the specific facts at hand. Their plan
to break up and add leverage to DuPont is part of the playbook that
they've applied to companies in other industries, and it has
produced negative results outside their core competency, which is
really the consumer/retail sector.
Having separated Tyco into five independent companies, I understand
the value of deconsolidation. However, the biggest difference
between Tyco and DuPont is that, at Tyco, the businesses had
nothing in common with each other. There was no competency to drive
a consolidated platform. This is not the case at DuPont, where the
science capabilities span the whole platform, form its core
competency and are a major source of advantage. I look forward to
working closely with management and the rest of the Board to help
the company leverage its science and drive increased value for
shareholders.
- What do you believe are DuPont's most significant
opportunities following the separation of Chemours?
The businesses of the next generation DuPont are already
delivering higher growth relative to the pre-spin Company. DuPont
is a leader in its three strategic focus areas and has important
competitive advantages. The key is to leverage its innovation,
brand and global customer base and continue to improve its
operations and efficiency to deliver more value-added solutions to
more customers across the globe.
One very exciting area for DuPont is in Bio-based Industrials. As
companies and consumers demand more sustainable solutions, there's
a wide range of opportunities – and DuPont is uniquely equipped to
capitalize on them.
- What is your assessment of the relationship between the
DuPont Board and management team?
It's a healthy dynamic. The DuPont Board is open and
actively engaged, and there is a good balance between respect for
management and a willingness and ability to challenge it. That's
largely a function of directors having the industry knowledge and
business expertise to ask tough questions and stress-test the
answers to maintain management accountability.
When you're planning and executing a strategy to drive a company
the size and scope of DuPont, it's essential that each part of the
governance structure knows its role and works together
productively. This organization takes good governance
seriously.
Jim Gallogly
A DuPont director since February
2015, Mr. Gallogly previously served as Chairman of the
Management Board (2010-2015) and Chief Executive Officer
(2009-2015) of LyondellBasell Industries N.V. He led LyondellBasell
out of bankruptcy and spearheaded a strategy that resulted in
industry leading operating productivity and safety, significantly
reduced costs, and greatly expanded operating margins and volumes.
This enabled LyondellBasell to eventually grow into one of the
world's largest and most profitable chemical companies.
LyondellBasell delivered a 593% total return to shareholders
through the announcement of his
retirement,2 relative
to the 82% total return of the S&P 500 over the same
period.
- Given the success you had as CEO of LyondellBasell, you
likely had a number of opportunities to serve on boards when you
retired earlier this year. Why did you choose DuPont?
DuPont is an iconic company whose work makes a real
difference, and it's at a crucial moment in its history. It has a
world-class Board and management team that are in the process of
transforming the Company to deliver increased growth and value—now
and in the future. All great companies need to embrace change, and
certainly this one has.
I joined LyondellBassell immediately following its bankruptcy. In
the process of rebuilding the company, we took a hard look at every
aspect of the business and made massive improvements. What's
impressive is that DuPont's management and Board has undertaken a
similar process on its own without any catalyst.
I felt I could bring a great deal of relevant experience in the
industry and in operational redesign efforts. Overall, it's very
exciting to be working with a team that is shaping a company like
DuPont for future generations.
- What do you see as the most powerful evidence of DuPont's
success to date?
First, I look at its total shareholder returns, which have
outperformed across the board. That reflects the fundamental
progress that Ellen and her team have made in the
transformation—refining the portfolio to focus on businesses that
offer the greatest opportunity and leveraging the Company's
competitive advantages. They have also made great progress
improving profitability by streamlining the organization, driving
operational efficiency, reducing costs, and expanding
margins. And they recognize that more work needs to be
done.
If you look at the businesses that will make up DuPont after the
spin-off of Chemours, you'll see impressive earnings growth under
this management team. That's the best proof that their plan is
working.
- Trian approached you to join their slate of potential
nominees. Why did you decline their offer?
They approached me and it was clear they wanted someone to
be on their slate who would represent Trian. They wanted a director
who would be on "their team" in the boardroom to push Trian's
agenda to break up the company. I didn't agree with that. A
director should go into a boardroom with an objective, open mind
and without a preconceived agenda. I don't believe any Board member
should be on the team of one shareholder. Now that I am on
the Board of DuPont, I'm on the team of all DuPont
shareholders.
They also wanted their slate to serve in a very operational role. I
don't think that is the proper role for a Board, which should
oversee, guide and hold management accountable. While Board
members can certainly share their experiences, they should not try
to do management's job.
I'm a big believer in the importance of good governance and being
open to change. The current DuPont Board and management team are
driving major change—the Company has been transforming itself—and I
wanted to be a part of that.
- How do you think your own experience relates to what is
happening at DuPont?
At LyondellBasell, we drove a highly successful
transformation of a global company in a short period of time, and I
think there are a lot of lessons from that experience that I can
share with DuPont. Similar to DuPont, we were very focused on
efficient and effective execution. The DuPont team is bringing the
right discipline and accountability to the organization, and I
think I can add value as we continue to raise the bar.
Ellen has asked me to bring relevant experiences to the Board that
will help with the strategy and ongoing effort to drive efficiency.
I look forward to doing that. The Company's success so far gives me
absolute confidence that this Board and management team are
committed to continuously improving their impressive record of
delivering shareholder value.
DuPont (NYSE: DD) has been bringing world-class science and
engineering to the global marketplace in the form of innovative
products, materials, and services since 1802. The company
believes that by collaborating with customers, governments, NGOs,
and thought leaders, we can help find solutions to such global
challenges as providing enough healthy food for people everywhere,
decreasing dependence on fossil fuels, and protecting life and the
environment. For additional information about DuPont and its
commitment to inclusive innovation, please visit
www.dupont.com.
FORWARD LOOKING STATEMENTS
This document contains forward-looking statements which may be
identified by their use of words like "plans," "expects," "will,"
"believes," "intends," "estimates," "anticipates" or other words of
similar meaning. All statements that address expectations or
projections about the future, including statements about the
company's strategy for growth, product development, regulatory
approval, market position, anticipated benefits of recent
acquisitions, timing of anticipated benefits from restructuring
actions, outcome of contingencies, such as litigation and
environmental matters, expenditures and financial results, are
forward looking statements. Forward-looking statements are not
guarantees of future performance and are based on certain
assumptions and expectations of future events which may not be
realized. Forward-looking statements also involve risks and
uncertainties, many of which are beyond the company's control. Some
of the important factors that could cause the company's actual
results to differ materially from those projected in any such
forward-looking statements are: fluctuations in energy and raw
material prices; failure to develop and market new products and
optimally manage product life cycles; ability to respond to market
acceptance, rules, regulations and policies affecting products
based on biotechnology; significant litigation and environmental
matters; failure to appropriately manage process safety and product
stewardship issues; changes in laws and regulations or political
conditions; global economic and capital markets conditions, such as
inflation, interest and currency exchange rates; business or supply
disruptions; security threats, such as acts of sabotage, terrorism
or war, weather events and natural disasters; ability to protect
and enforce the company's intellectual property rights; successful
integration of acquired businesses and separation of
underperforming or non-strategic assets or businesses and
successful completion of the proposed spinoff of the Performance
Chemicals segment including ability to fully realize the expected
benefits of the proposed spinoff. The company undertakes no duty to
update any forward-looking statements as a result of future
developments or new information.
ADDITIONAL INFORMATION AND WHERE TO FIND IT
DuPont has filed a definitive proxy statement with the U.S.
Securities and Exchange Commission (the "SEC") with respect to the
2015 Annual Meeting. DUPONT STOCKHOLDERS ARE STRONGLY ENCOURAGED TO
READ THE DEFINITIVE PROXY STATEMENT (INCLUDING ANY AMENDMENTS AND
SUPPLEMENTS), THE ACCOMPANYING WHITE PROXY CARD AND OTHER DOCUMENTS
FILED WITH THE SEC CAREFULLY IN THEIR ENTIRETY BECAUSE THEY CONTAIN
IMPORTANT INFORMATION. DuPont, its directors, executive officers
and other employees may be deemed to be participants in the
solicitation of proxies from DuPont stockholders in connection with
the matters to be considered at DuPont's 2015 Annual Meeting.
Information about DuPont's directors and executive officers is
available in DuPont's definitive proxy statement, filed with the
SEC on March 23, 2015, for its 2015
Annual Meeting. To the extent holdings of DuPont's securities by
such directors or executive officers have changed since the amounts
printed in the proxy statement, such changes have been or will be
reflected on Statements of Change in Ownership on Form 4 filed with
the SEC. Information regarding the identity of potential
participants, and their direct or indirect interests, by security
holdings or otherwise, is set forth in the definitive proxy
statement and, to the extent applicable, will be updated in other
materials to be filed with the SEC in connection with DuPont's 2015
Annual Meeting. Stockholders will be able to obtain any proxy
statement, any amendments or supplements to the proxy statement and
other documents filed by DuPont with the SEC free of charge at the
SEC's website at www.sec.gov. Copies also will be available free of
charge at DuPont's website at www.dupont.com or by contacting
DuPont Investor Relations at (302) 774-4994.
4/9/15
To view the PDF version with photos, go to:
http://www.dupont.com/corporate-functions/media-center/press-releases/dupont-bod-letter-collective-strength-of-the-board.html.
___________
1 July 25, 2002 – December 31,
2014.
2 As calculated from April 28,
2010 (the first trade date for LyondellBasell after its
emergence from bankruptcy) through September
29, 2014 (the date one day prior to the date that the
company announced Mr. Gallogly's intent to retire).
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SOURCE DuPont