Building an effective world class Emergency Response and Crisis Management Center is like building a house, with a roof, pillars and foundations

1. Are you ready?
To handle emergencies?
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

2. The Acid Test
峻的考验
严峻的考验
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

3. The Acid Test
峻的考验
严峻的考验
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

4. The Acid Test
峻的考验
严峻的考验
How to deal with it?
如何处理？
FOR INTERNAL USE ONLY

5. Our Emergency Response Vision
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 ONLY

6. 目录
1 Emergency Response “House”应急响应的“房子”
急响应
Building The House如何构建应急响应“房子”
如何构建应急响应
2
Some Pictures of our House杜邦应急响应的“房子”
3
杜邦应急响应
4 We Live in the Same House我们同住在一个世界
5 Building Houses Together让我们一起构建应急响应的“房子”
一起构建应急响应
6
FOR INTERNAL USE ONLY

7. Emergency Response House
急响应体系的构成元素
应急响应体系的构成元素
监督指导委员会
督指导
Steering Committee
管理
Governance 领导团队
领导团队
Leadership team
Leadership
领导团队 team
Leadership team
执行层面的
Facilities Equipment Organization People
构成元素
设施 设备 组织 人员
Building
Blocks
for
Execution
学习和提升 Learning & Development
工具和支持
Tools & 文化融入 Culture Adoption
Support 效果验证 Verification
FOR INTERNAL USE ONLY

8. 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：
我们需要：
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 support
employee involvement
planning
training and practice
designated leader
FOR INTERNAL USE ONLY

9. 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：
我们欠缺：
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
Lack of
Understanding of possible scenarios
method of communication to alert employees
regulatory requirements being part of the plan
procedures to shut down critical equipment
Awareness among employees on what actions when it
actually happens
FOR INTERNAL USE ONLY

10. 目录
1 Emergency Response “House”应急响应的“房子”
急响应
Building The House如何构建应急响应“房子”
如何构建应急响应
2
Some Pictures of our House杜邦应急响应的“房子”
3
杜邦应急响应
4 We Live in the Same House我们同住在一个世界
5 Building Houses Together让我们一起构建应急响应的“房子”
一起构建应急响应
10
FOR INTERNAL USE ONLY

11. Step 1: 现状和愿景 Align Status Quo and Vision with Leadership
To understand
organization’s readiness
Baseline Assessment for for management of
Emergency Preparedness incidents, emergencies
and crises
Define Corporate Principles To align management team
for Managing on principles involved in
Crisis/Emergency making decisions for
managing emergencies/crisis
To know whom to involve
Stakeholder Identification
and how to communicate
& Analysis with them about potential
issues
FOR INTERNAL USE ONLY

12. Step 2: 组织结构的提升 Organizational Development
组织结构的提升
Design framework, roles and
Emergency Response responsibilities with
Center Organizational inventory of capability and
Design capacity needs for managing
emergencies/crisis
Emergency Response
Standards/Processes Design specific detailed parts
of the emergency response
framework with a focus on
addressing specific identified
Identify scenarios through challenges and action items
structured processes
Process for specific
emergencies
Use framework to develop an
Capability and Capacity
overall capability and capacity
Planning plan
FOR INTERNAL USE ONLY

13. Step 3: 构筑人员和设备的能力 Building Equipment and People
Capacity
Review and upgrade facilities
and equipment for managing
Facilities & Equipment emergency situations
Improvement through field application
based on identified needs
Enhance skills in managing
emergency situations,
People Skills Augmentation through field application,
based on identified needs
FOR INTERNAL USE ONLY

14. Step 4: 导入学习和提升的内容 Install Learning and Development
System
Competence management to
Learning and ensure the organization
Development maintains full functionality
Curriculum and improvement while
employees come and go
Refresher and readiness
Emergency Drills training for existing
employees
FOR INTERNAL USE ONLY

15. Competency driven learning curriculum
能力驱动
驱动的
能力驱动的课程设计
STAGE 1 STAGE 2 STAGE 3
第一阶
第一阶段 基本知识技能
基本知识 第一阶
第一阶段 完全合格胜任
完全合格胜 第一阶
第一阶段 成为领域专家
为领域
► Recognition of standards and ► Practical application - Able to ► Applied theory - Perform the
application in the field successfully complete tasks in actions associated with this
► Awareness of concepts and techniques this competency as skill without assistance.
► Focus is on learning. Level of requested. Help from an Recognized within immediate
experience gained in a classroom expert may be required from organization as "a person to
and/or experimental scenarios or as a time to time, but can usually ask" when difficult questions
trainee on-the-job. Expected to need perform the competency/KSA arise regarding this
help when performing this independently. Focus is on competency/KSA. Focus is on
competency/KSA. Focus is on applying and enhancing broad
developing through experience. knowledge, skill or ability. organizational/professional
issues.
STAGE 3
PROFICIENCY LEVEL STAGE 1 STAGE 2 Expert/
精通程度 Fundamentals Competent Specialized COMPETENCY
基本知识
基本知识技能 完全合格胜
完全合格胜任 成为领域专家
为领域 能力
Initial final
Completion observed
individual individual Certification
of courses activities
Assessment assessment 证书
完成课
完成课程 察行为
观察行为
初始个人评
初始个人评估 个人评
期终个人评估
TARGET GROUP
目标人群
Front Line Workers Supervisors and Managers and
线员工
一线员工 Professionals Leaders经理和领导
经理和领导
FOR INTERNAL USE ONLY 主管与专业
主管与专业
技术人员

16. Example: Curriculum on Safety安全课程示例
安全课
安全
EXPERT专家级
专
BASIC初级
初 ADVANCED高级
高
► Root Cause Failure
► Safety orientation series ► Actions Employee Can Take Analysis/Incident
► Emergency procedure ► Take Two for Safety Investigation
Front
► Personal Protective Equipment ► Injury/illness recordkeeping
Line ► Ergonomics Facilitation
Workers ► Training
► Employee involvement ► Hazard recognition and Control
► Healthcare Ergonomics: ► Managing distractions and ► Emergency Action Plan
working to your advantage maintaining safety
► Slips, trips and falls
prevention
► Contractors Safety
► Safety orientation ► Safety Management Systems Management
► First Party Auditing that work for Operations Leaders
► Regulatory Compliance ► STOP™ For Supervision
Requirements
COMPETENCY
Supervisors ► Emergency Action Plan
and ► Safety Meetings ► Incident Investigation (3&4)
能力
Professional ► Incident Investigation (1&2) ► Job safety analysis
s ► Ergonomics: solving the
puzzle ► Media Training
► FELT Leadership ► Management of Change ► Second Party Auditing
► Safety Meetings and including
communications organizational change
workshop
► Management of Change –
► Regulatory Compliance
Managers Requirements Personnel
and ► Ergonomics Leadership
Leaders Overview
BASIC Certification ADVANCED Certification EXPERT
初级 证书 高级 证书 专家级

17. Train the Trainer: self-sustaining model for developing and
mentoring expert trainers throughout organization
I
m
内训师培训: 可以在组织内部建立可持续的专家培训力量
训师培 可以在组织内部建立可持续
组织内部建立可持 家培训
pS
l u
es
Project Team:
Project Team: Develops Content
mt Develops Learning Departments Departments
Leadership & and Rollout Plan
ea Curriculum
Project Team 部门 部门
ni 项目组：开发内容
项目组：
t n 领导层与项目组 项目组: 开发培训
项目组 及推广计划
课程表 Content / Subject
&
Learning &
Matter Experts Trainer 1 Department 1
Train trainers Learners
Development 内容 / 专业领域的
Organization
Program Experts 专家 内训师1
内训师 部门1
部门 学员
Strategy
学习与发展项目 DuPont Delivery Trainer 2 Department 2
内训组织战略
专家 Team Learners
杜邦培训实施团队 内训师 2 部门2学员
部门 学员
Trainer 3 Department 3
Learners
内训师 3 部门3学员
部门 学员

18. Use High-Impact Learning Organization® Maturity Model
高效学习型组织® 成熟度模型
高效学习
Methods
Expertise Levels Level 4: Organizational Capability
Leadership 第四级: 组织能力的壮大
第四级 组织能力的壮大
Problems to Be Solved Source of Business Performance Capability & Learning Agility
Executive Driven | Cultural & Systemic Focus
Level 3: Talent & Performance Improvement
第三级: 人材与绩效的真正提升
第三级 人材与绩
Source of Talent Development & Performance. Consulting | Integrated with HR/TM
Improving Alignment | Process & Tech Focus
Level 2: Training & Development Excellence
第二级: 有优秀的培训与发展机制
第二级 秀的培训
Source of Designed Instruction | Evolving Governance & Operations
Improving L&D Core Processes | Program Focused
Level 1: Incidental Training
第一级: 偶发性培训
第一级 性培训
Source of Ad-Hoc Job Support | Mentoring & Apprenticeship | Emerging Need for Professional Training | SME Focused
Company Name: Bersin & Associates
Date of Publication: 11/7/2012
Author: David Mallon
Title of the Source Publication: Bersin & Associates High-Impact Learning Organization Maturity
Model®
Research ID: 16032
FOR INTERNAL USE ONLY

19. Emergency Response Table Top应急响应中心模型
应急响应中心模型
Periodically re-evaluate
potential new scenarios to
Crisis Table-Top add capability to deal with
new, different emergencies

20. Step 5:导入核心价值观以最大限度地提高效能 Install Core Values to
入核心价值观以最大限度地提高效能
值观
Maximize Performance
Core value centered Learning and Development leads to a high
performing, agile, highly reliable and fast learning organization
with 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
FOR INTERNAL USE ONLY

21. Step 6:运用DnA杜邦安全管理整合方案建立行为安全文化
杜邦安全管理整合方案建立行为
Obtain Behavioral Adaptation via DuPont Integrated (DnA) Approach
Mindsets strategic focuses have to evolve:
from more ”awareness based” to “social based” 从意识层面向社会层面转变
从意识层面向社会层
识层面向社会
from “procedure-driven approach” to a “social influence approach” 从程序向社会影响转变
从程序向社会影响转变
FOR INTERNAL USE ONLY

22. Step 7:通过结果验证以确保执行的有效性
过结果验证以确保执
以确保
Install Verification Process to drive implementation
Preparing and Monitoring Install verification and
Effectiveness certification process
Certification
Strategy
6-8 metrics
Define Criteria
Outside
Set Standard Goals/Limit/Over Time
Set Metrics Dashboards
Measure
Visual Tracking Performance
Performance
Dialogues
Action Plans
A3 Cascading KPI Visual
Gap to World Class Performance Management
Development Events Agreement Boards
Preparation Diagnose Certification
FOR INTERNAL USE ONLY

23. 目录
1 Emergency Response “House”应急响应的“房子”
急响应
Building The House如何构建应急响应“房子”
如何构建应急响应
2
Some Pictures of our House杜邦应急响应的“房子”
3
杜邦应急响应
4 We Live in the Same House我们同住在一个世界
5 Building Houses Together让我们一起构建应急响应的“房子”
一起构建应急响应
23
FOR INTERNAL USE ONLY

24. DuPont Integrated Emergency
Response and Training Center
杜邦整合的应急响应和培训
杜邦整合的应急响应和培训中心

25. Training Programs培训项目
. 培训项目
DuPont trains its Teams utilizing in
house developed programs that have
been certified by NFPA - PRO Board as
meeting the requirements of OSHA
1910.120 (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 to
use / find at the scene.
FOR INTERNAL USE ONLY

26. A Grab from the Curriculum
急响应 训课程概
应急响应培训课程概览 程概览
Hazardous Materials Technician
Street Smart Chemistry
Incident Command
Tank Car Specialist
Cargo Tank Specialist
Inter- Modal Specialist
Pesticides Specialist
DOT Training
Personal Protective Equipment
Environmental Monitoring
Weapons of Mass Destruction

27. Team Leader Training
应急响应团队领导者培训
急响应团队领导者培训
应团队领导者培
IER Team Leaders in addition to their training as a team
member 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

28. 应急响应培训条件要求
FOR INTERNAL USE ONLY

29. Community Awareness and Emergency
Response (CAER) Cars

30. Hands On Emergency Response Training Tank
Trucks

31. 目录
1 Emergency Response “House”应急响应的“房子”
急响应
Building The House如何构建应急响应“房子”
如何构建应急响应
2
Some Pictures of our House杜邦应急响应的“房子”
3
杜邦应急响应
4 We Live in the Same House我们同住在一个世界
5 Building Houses Together让我们一起构建应急响应的“房子”
一起构建应急响应
31
FOR INTERNAL USE ONLY

32. The World needs
solutions to some really
BIG challenges…
世界需要解决方案来应对大挑战
世界需要解决方案来应对大挑战
应对大挑
FOOD粮食
粮食 ENERGY能源
能源 PROTECTION
By 2050, Food production needs By 2035, the world will consume
安全防护
安全防护
to increase by 70% to feed 9 40% more energy than today 1,000,000 people per year lose
billion people, while sustaining their lives to workplace injuries
Under business-as-usual, CO2
use of natural resources alone
emissions will more than double
until 2035
FEEDING THE WORLD ONLY REDUCING OUR DEPENDENCE KEEPING PEOPLE AND
FOR INTERNAL USE
ON FOSSIL FUELS THE ENVIRONMENT SAFE 32

33. But these challenges are too big for any
但是,挑 如此之大,没有任何
但是 挑战如此之大 没有任何
one government
一个政府
one company, or
一个公司
one region of the world
一个地区
to address.
独自应对
能够独自应对
FOR INTERNAL USE ONLY

34. A clear corporate strategy is giving directions to our research and
development teams to focus on what, where and how to innovate
杜邦的战略是引导 发团队专注于开放式创
杜邦的战略是引导研发团队专注于开放式创新
注于开放式
Mega Trends Focus on the
developing world
Seeds, crop protection,
food & nutrition products,
and food packaging DuPont opened 4 new
materials Innovation centers in
2011
Food
PV, fuel cell components,
energy efficient Tyvek®
materials, lightweight
composites for Open innovation
transportation, biofuels,
Energy and biomaterials
Together, we can
Kevlar ®, Nomex® and accomplish what no
Tyvek® for worker one can do alone
protection, SentryGlas®,
safety services, and
environmental protection
Protection material solutions
FOR INTERNAL USE ONLY 34

35. Today, DuPont focuses on open innovation, i.e. the use of inflows
and outflows of knowledge to accelerate internal innovation, and
expand the markets for external use of innovation… 如今，杜邦致力
于开放式创新，如通过 识对内 外的流动加速内部创新、将创新技术
于开放式创新，如通过知识对内对外的流动加速内部创新、将创新技术引
入更广泛的领
入更广泛的领域
Contracts JDAs / Alliances / Venture Investments
Licensing
Joint Ventures
Marketing Partnerships
Concept Candidate Prototype Customer Launch &
Ideation
Evaluation Development Testing Qualification Validation
(Define)
(Measure) (Analyze) (Design) (Verify) (Realization)
Lead Users
Toll Manufacturers
Suppliers
Companies
Universities Technology Licensing
Start-ups
Government
FOR INTERNAL USE ONLY
Contract Research
DuPont BUs & Functions 35

36. Building strategies that build Sustainable Growth and achieve the
benefit for all stakeholders
构建可持续发 续发展 略、实现
构建可持续发展战略、实现相关利益者的利益 实现相关利益者的利益
“We affirm to all our stakeholders, including our employees, customers, shareholders and the public, that we will conduct our
business with respect and care for the environment, we will implement those strategies that build Sustainable Growth and achieve
the benefit for all our stakeholders without compromising the ability of future generations to meet their needs”
DuPont Website on our Core Values
FOR INTERNAL USE ONLY

37. 目录
1 Emergency Response “House”应急响应的“房子”
急响应
Building The House如何构建应急响应“房子”
如何构建应急响应
2
Some Pictures of our House杜邦应急响应的“房子”
3
杜邦应急响应
4 We Live in the Same House我们同住在一个世界
5 Building Houses Together让我们一起构建应急响应的“房子”
一起构建应急响应
37
FOR INTERNAL USE ONLY

38. 应急响应体系的构成元素 杜邦可以提供的服务
杜邦可以提供的服务
Emergency Response Building Blocks Where DuPont can support
监督指导委员会
督指导
Steering Committee
管理
Governance 领导团队 1
Leadership team
执行层面的
Facilities Equipment Organization People
构成元素
设施 设备 组织 人员
Building
Blocks
for
Execution 4 3 2
学习和提升 Learning & Development 5
工具和支持
Tools & 文化融入 Culture Adoption 6
Support 效果验证 Verification 7
FOR INTERNAL USE ONLY

39. Useful links and references有用的链接和参考
有用的链
有用的
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/
FOR INTERNAL USE ONLY 39

40. For more information:
Johnny.browaeys@dupont.com
Copyright © 2012 DuPont or its affiliates. All rights reserved. The
DuPont Oval Logo, DuPont™, The miracles of science™ and all
products denoted with ™ or ® are registered trademarks or
trademarks of E. I. du Pont de Nemours and Company or its
affiliates.
Images reproduced by E. I. du Pont de Nemours and Company
under license from the National Geographic Society.
FOR INTERNAL USE ONLY

41. The Foundation of DuPont
CORE VALUES
Safety and Health
Environmental Stewardship
Highest Ethical Behavior
Respect for People
FOR INTERNAL USE ONLY 41