Dupont Product/Presentation Title

Actions to Increase Velocity

Carl Lukach Vice President

Investor Day New York City March 14, 2008 2

Agenda

9:00 AM Opening Remarks Chad Holliday Capital Allocation Jeff Keefer Faster Revenue Growth Ellen Kullman Gains in Agriculture Tom Connelly

Productivity Richard Goodmanson

12:05 PM Q&A

12:35 PM Closing Remarks Chad Holliday

Regulation G The attached charts include company information that does not conform to generally accepted accounting principles (GAAP). Management believes that an analysis of this data is meaningful to investors because it provides insight with respect to ongoing operating results of the company and allows investors to better evaluate the financial results of the company. These measures should not be viewed as an alternative to GAAP measures of performance. Furthermore, these measures may not be consistent with similar measures provided by other companies.

This data should be read in conjunction with previously published company reports on forms 10-K, 10-Q, and 8-K. These reports, along with reconciliations on non-GAAP measures to GAAP are available on the Investor Center of www.dupont.com.

Forward Looking Statements During the course of this presentation we may make forward-looking statements or provide forward-looking information. All statements that address expectations or projections about the future are forward-looking statements. Some of these statements include words such as "expects," "anticipates,” "plans," "intends," "projects," and "indicates.” Although they reflect our current expectations, these statements are not guarantees of future performance, but involve a number of risks, uncertainties, and assumptions. Some of those risk factors include economic conditions, competitive pressures, challenges associated with research and development, market acceptance of new products, and regulatory approval. We urge you to review DuPont's SEC filings, particularly its latest annual report on Form 10-K and quarterly report on Form 10-Q, for a discussion of some of the factors which could cause actual results to differ materially. The Company does not undertake to update any forward-looking statements as a result of future developments or new information.

All products denoted with ™ and ® are registered trademarks of DuPont or its affiliates, unless otherwise noted.

© 2008 E.I. du Pont de Nemours and Company. All Rights Reserved. F r 4Q om J 4 E a ar n n uar Next Phase of Acceleration Plan in g y s 22 Achieve Higher Rate of Growth C a ll 5 Steps • Emerging Markets • Safety & Protection • Agriculture & Nutrition • Applied BioSciences • Productivity Programs

March 14, 2008 Investor Day

Chad Holliday Chairman & Chief Executive Officer

2008 Investor Day New York City March 14, 2008 6 DuPont – A Market-Driven Science Company

• Leading Innovation

• Leveraging the Power of Science, Customers, and Backbone Operations

Sustainable Growth Trends

• Growth in developing countries

• Renewable energy and materials

• Greater safety and security

• Increased food production

DuPont — Chemical Industry Innovation Leader

Widening lead over competition as determined by The Patent Board™

DuPont — Chemical Industry Innovation Leader

Widening lead over competition as determined by The Patent Board™

Nature Biotechnology Publication 2005 2006

Institution Number of Institution Number of new patents new patents University of California 99 DuPont 161 U.S. government 84 University of California 134 DuPont 75 Genentech 124 Appelera 63 U.S. government 110 Human Genome Sciences 58 Appelera 62 Genentech 54 Human Genome Sciences 59 ISIS Pharmaceuticals 42 Agilent Technologies 55 Agilent Technologies 39 Millennium Pharmaceuticals 54 Millennium Pharmaceuticals 36 University of Texas 49 University of Texas 36 Amgen 41 Doubled Patents in Biotech

Alternative Safety & Energy Renewably More & Improved Energy Security Efficiency Sourced Better Food Communications Materials Concept Feasibility Product Early Definition & Demonstration Development Commercialization Market Validation 6-10 years 4-6 years 2-4 years 0-2 years

Eastern Europe 2009

Johnston, Iowa Wuppertal, Germany

Wilmington, Delaware Meyrin, Switzerland

Shanghai, China

Sao Paulo, Brazil Hyderabad, India

November 2005 Acceleration Plan

• Improved margin and return on capital • Repurchased $5B of stock; 12% of the stock • Increased dividend 11% • Launched DuPont Applied BioSciences

Increased Earnings and ROIC*

Segment Improved Improved ROIC** PTOI Margin 2 percentage 5 percentage points points

18% 17% 18% 16% 16% 15% 16%

14% 14%

12% 12% 11%

10% 10%

8% 8%

6% 6% 2004 2005 2006 2007 2004 2005 2006 2007

* Both metrics are shown excluding significant items and unadjusted for portfolio changes. **ROIC adjusted to reflect the exclusion of Other Comprehensive Income. ROIC Calculation = 12 mo. net income before after tax interest expense and minority interest / avg. invested capital. © 2008 E.I. du Pont de Nemours and Company. All Rights Reserved. 15

Rising EPS*

EPS Increase EPS* 11% CAGR

$4.00 $3.28 $3.00 $2.38

$2.00

$1.00

$0.00 2004 2005 2006 2007

March 2008 Acceleration Plan

Increase Velocity • Grow revenue faster • Capture gains in agriculture • Extend productivity gains

THE GOAL: From Our Letter to Shareholders - January 22, 2008

Looking beyond 2008…through 2010, we see clear potential for average double-digit earnings growth driven by advances in several strategic areas: • New science for growing agriculture markets… • Growing demand for Safety & Protection... • Springboard position in emerging markets… • Extend cost productivity gains…

Capture Gains in Agriculture

Key Actions • Capitalize on strong Ag markets • Launch/Ramp new technology • Expand globally

Grow Ag Platform PTOI >15% CAGR

Grow Revenue Faster

Key Actions • Increase resourcing in emerging markets • Expand Safety & Protection • Acquire businesses with unique synergies

Raise Revenue Growth Rate to 7–9%

Extend Productivity Gains

Key Actions • Deliver the full potential of DuPont Production System (DPS) • Complete the implementation of DuPont Integrated Business Management (DIBM) • Complete STREAMLINE Opportunity

$1.7B in Savings 2008 - 2010

$6 R $900 CAG % $1,900 $5 13 AGR $4 7% C

$3 $ billions $2

0 2004 2005 2006 2007 2010E

March 2008 Acceleration Plan

2007-2010E 2004-2007 Segment Sales CAGR Organic Sales* CAGR

Agriculture & Nutrition 5% 6–8%

Coatings & Color Technologies 4% 4–5%

Electronic & Communication 7% 6–8% Technologies

Performance Materials 4% 4–5%

Safety & Protection 7% 7–9%

*Organic sales represent base business volume and price growth and excludes acquisitions. © 2008 E.I. du Pont de Nemours and Company. All Rights Reserved. 23 How We Will Increase Earnings Velocity 2007–2010E Performance $ millions PTOI Improvement Volume growth $400 Margin expansion $500 Price, mix and cost productivity $900

Overcomes the decline in Pharmaceuticals royalties and achieves double-digit EPS growth (2008-2010).

$4.30 $4 $4.05 11% CAGR

$3 ’04-’07

2008–2010 EPS* $2 • 10% earnings CAGR • Excludes acquired businesses $1

$0 2004 2005 2006 2007 2010E

$40 8% CAGR $38 ’07-’10 $36 5% CAGR ’04-’07

$20 Growth Trend • Organic** growth 6-7% • Acquisitions 1-2%

$0 2004 2005 2006 2007 2010E

* Net Sales excludes Textiles & Interiors in 2004 to show comparable Net Sales over the period ’04-’10E. 2.4% ’04-’07 CAGR including Textiles & Interiors. ** Organic sales represent base business volume and price growth. © 2008 E.I. du Pont de Nemours and Company. All Rights Reserved. 26

New Peer Group – A Higher Hurdle

The company names listed on this page are the property of the companies identified above, and some, as indicated, are registered trademarks of those companies.

New Peer Group Performance

12%

11% • Double-digit earnings 11% growth 10%

• Faster top-line growth ’05-’07 CAGR 8% 8%

7% • Spending more on R&D 6% Peer EPS Peer Sales CAGR '05-'07 CAGR '05-'07

Source: Bloomberg

Delivering Sustainable Growth

• Focus on growth markets & geographies • Increase earnings and improve margins • Extend productivity improvements

Jeff Keefer Chief Financial Officer

2008 Investor Day New York City March 14, 2008 30

OUTLOOK

Actions to Increase Velocity

Drive Revenue Growth

Increasing Institutionalize Productivity Shareholder Value

Capital Allocation

• Maintain a strong balance sheet

• Invest for growth in high return opportunities

• Return excess cash to shareholders

$4 ($6)

$20 $14 ($6)

$10 ($6)

$ Billions `

($2)

$3 $1 $0 Cash Cash fromAssetAsset Sales/ SalesPPE & Affil.Dividends StockChg in Debt / Cash 12/31/03 Operations&Acquisitions AcquisitionInvestment RepurchaseAll Other 12/31/07

Cash Flow From Operating Activities

• Solid cash generation through 2010

$ Billions $4 • Productivity gains partially offset the $3 increase in working capital $2

2004 2005 2006 2007 2010E 35 March 2008 Acceleration Plan Cash ($ billions)

Long Term 2008-2010E Goals Plan

Drive growth in high $1.9 - $2.1/yr Capital Expenditures return businesses

Payout target: Dividend 25-45% cash from In Range operating activities

Return excess Share Repurchase cash to Offset Dilution shareholders

$1 - 3 Business Acquisitions Support growth plan Acquired Sales

A&N S&P Other* C&CT E&CT PM 12 • Highly 10 advantaged 8 technologies 6

4 • Assets in 2 emerging 0 markets 2005-2007 2008-2010E $8.6B $10-12B

$4.30 $4 $4.05 11% CAGR

$3 ’04-’07

2008–2010 EPS* $2 • 10% earnings CAGR • Excludes acquired businesses $1

$0 2004 2005 2006 2007 2010E

Tom Connelly Executive Vice President

Investor Day New York City March 14, 2008 40 Agriculture & Nutrition Commitment ($ billions)

Sales Growth PTOI* Growth

$10 6 - 8% CAGR $1.5 >15% CAGR $8 $1.3 5% CAGR + $0.5B $6 $1.1 • 2/3 Seed 2% CAGR • 1/3 Other Ag $4 $0.9

$2 $0.7

$0 $0.5 2004 2 20 20 2010E 2004 2005 20 2007 2010E 005 06 06 07

Robust market, strong innovation pipeline, demonstrated strength in global markets

Key Actions to Accelerate Growth

• Capitalize on strong Ag markets • Robust global demand

• Launch/Ramp new technologies • Strong innovation pipeline

• Expand globally • Build on demonstrated strength

Ag Platform Growth: >15% PTOI CAGR 2007–2010E

Robust global demand Rapid Increase Of all Global Ag Commodities Population growth

Commodity Price Trends ($/bu) Affluence increasing Biofuels demand accelerating Commodity 1/13/2006 1/11/2007 1/11/2008 2/29/2008 Corn $1.96 $3.52 $4.45 $5.18 Commodity prices increasing Soybean $5.48 $6.40 $11.99 $14.38 Wheat - Winter $4.46 $5.13 $8.99 $13.04 Durum $3.30 $4.72 $18.35 $21.50 Growers focused on maximizing Barley $2.85 $4.15 $6.85 $7.20 yield and quantity Cotton(cents/lb) 51.60 49.41 49.41 72.06 Rice (cwt) $7.93 $9.81 $12.73 $14.20 GMO acceptance accelerating

Step-change in market value

Unprecedented Farm Incomes

Crop Protection Seed Input Seed Output

• Proprietary SU • Optimum® GAT® • Healthy oils blends • Optimum® AcreMax™ • Corn feed traits • Rynaxypyr® / • High Available • Accelerated Yield Cyazypyr™ Energy (HAE) Technology™ • High Extractable •New • New soybean Starch (HES) blockbuster platform herbicide • BioFuels • New agronomic traits • High Total • Major new Fermentables (HTF) fungicide with • Canola, sunflower novel MOA and rice • MarketPoint™

DuPont SU Sales* SU Blends $ 120

• New differentiated SU blends in 100

EU and NA cereals 80

• Renewed corn and soybean 60

portfolio 40

• Expanding uses -- sugarcane 20

0 1998 2000 2002 2004 2006 2008 2010

Exceptional Crop Protection Rynaxypyr® / Cyazypyr™ 100 97

• Superior crop protection % Protection 83 80 from Leaf • Low environmental impact Feeding 65 • Wide range of crop applications 60 • Rynaxypyr® launch in 2008 40 • $100 million sales by 2010 20

0 0 Rynaxypyr® Competitor A Competitor B Untreated Control

* Indexed to 1998

• Continued advance of triple- NA Trait Acres stacks

• High penetration of Herculex®

• Optimum® GAT® • First to market with herbicide multiple modes of action

• Optimum® AcreMax™ 2004 2005 2006 2007 2008E 2009E 2010E YGCB HX1 RR GAT®® YGRW HXRW

Herculex® is a registered trademark of Dow AgroSciences LLC. © 2008 E.I. du Pont de Nemours and Company. All Rights Reserved. 46 Corn: Trait Delivery Triple Mode Herbicide Tolerance Refuge Reduction • Glyphosate, SUs, Liberty® • Maximize whole farm yield • Maximum grower flexibility Trait Durability • Residual activity • Multiple modes of action above Aggressive 2010 ground • Robust mode of action below Commercial Introduction ground • Meeting regulatory milestones • Triple mode herbicide • Demonstrating strong performance Grower Convenience • 1 million unit launch • Refuge in a bag • Full conversion by 2015 • Improved compliance Significant Value Capture • Royalty avoidance • Margin enhancement • Out-licensing opportunities

Liberty® is a registered trademark of Bayer CropScience

Pioneer Brand Leadership • Market share • Yield New 2008 Class is Strongest 93Y70 in History • Competitive advantage examples: +5.5 bu/ac • 93Y70: 10.4% * vs. competitor* • 94Y70: 7.9% ** • 32 of 33 new “Y” series class available Soybean Yield Increase through Marker Technology • Full line-up penetration by 2012 1.4 1.2 Advanced Technologies Build 1.0 on Leadership Position 0.8 0.6 • Accelerated Yield Technology™ (AYT) 0.4

and molecular markers Increase Yield Grain 0.2

for defensive traits year) per (bushels per acre 0 7-Year ® ® 10-Year • Optimum GAT trait Pioneer Pioneer Non-Marker Marker • Yield genes Average Average***

* 84 comparisons, 77 versus DK38-52 ** 85 comparisons, 23 versus AG4703, 38 versus DKB46-51

• Help food industry eliminate trans fatty acids HighHigh Oleic/Oleic/ HighHigh StearicStearic • High heat stability for frying HighHigh OleicOleic • Can be used as bio-based feedstock in industrial applications LowLow LinLin

• Strong intellectual property position CommodityCommodity

• Limited launch in 2009, 0%0% LinolenicLinolenic LinoleicLinoleic OleicOleic SatsSats 100%100% pending regulatory approval

TREUS™ TREUS™ TREUS™ Low Linolenic Soybean Oil: High Oleic Soybean Oil: High Oleic / High Stearic Significantly reduces trans fats Increase functionality & Soybean Oil: Low trans fats for light frying. stability for heavy duty frying shortening and margarine for and industrial use. baking.

Expand Globally

Seed Revenue • Increased acreage $2,000 • Shifts from OPV to 125 hybrids and from low CAGR: 12% 100 tech to high $1,500

75 • Seed share gains $1,000 $ millions • New markets, new 50 products $500 million hectares 25 • Pricing and margin improvement 0 0 2004 2007 2010E • Biotech trait penetration Europe Latin America Asia / Africa *Biotech trait growth

Global Growth in Corn

Actions Results • Increase local R&D / breeding Corn Seed Market Share • DuPont Knowledge Center - India Change: 2005-2008E • Accelerate investments in seed production Europe +3 • Focus on strong farmer access and distribution Latin America +9 channels Asia* +3 • Lead increased biotech trait adoption Africa +7 • Leverage DuPont strengths and partnerships in each region

Continued Strong Growth in Brazil Seeds Target Market - Corn • Continue to gain share in 60.0

expanding high tech market 50.0

40.0 • Leading products Market Share • Strong brand recognition % 30.0 • Industry-leading farmer 20.0

access system and technical 10.0

support 0.0 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 • Experienced and effective Pioneer Competitor credit / collection program • Best positioned to capture Soybean Volume Growth Bt products and expand with Herculex® Volume • Strong growth and margins in soybeans 1999 2000 2001 2002 2003 2004 2005 2006 2007

Yield, Agronomics and Service Drive Share Gains

Strong Performance in Europe

Europe Seed Consistent share growth Corn Volume • Corn market share +4 points • Volume +39% from 2002-2007

Strong future growth 39% • Leading corn position across all markets • Rapid corn expansion in high growth Eastern Europe • Expanded seed production

• Strong growth in oilseeds 2002 2007

DuPont Ag Biotechnology Drought Tolerance With Trait • Canola, sunflower, rice

• Drought resistance, nitrogen efficiency Without Trait

• Next generation insect trait

• Seed Production Technology (SPT)

• Gene shuffling

• Doubled-haploids

Sales Growth PTOI* Growth

$10 6 - 8% CAGR $1.5 >15% CAGR $1.3 $8 5% CAGR + $0.5B $6 $1.1 • 2/3 Seed 2% CAGR • 1/3 Other Ag $4 $0.9

$2 $0.7

$0 $0.5 2004 2 20 20 2010E 2004 2005 20 2007 2010E 005 06 06 07

Robust market, strong innovation pipeline, demonstrated strength in global markets

Richard Goodmanson Executive Vice President & Chief Operating Officer

Investor Day New York City March 14, 2008 56 Headlines

Beat November 2005 commitments…more to come:

• Achieved $1B fixed cost a year ahead…progress elsewhere

• $1.7B cost opportunity through 2010 (and beyond)

• Capability to sustain

45.2 45.2 % 44.6

42.5 41.041

38–39.0%38

2004 2005 2006 2007 2010E

Achieving World Class 2005–2007 Productivity Cost Projects Delivered ($ millions) Fixed Variable R&D / Innovation $ 55 $ 0 Sales & Marketing 124 0 Ops, Engr & Facilities 536 300 Support Functions 278 350 $993 $650

Currency Volume Growth Project Purch Savings G&S Growth Restruc- Invest. People turing $12.0 $11.9 Pension Inflation Portfolio 1-Time Changes Events

2005 2007

FC/Sales 44.6% $1 Billion in Fixed Cost Savings 41.0%

Achieving World Class Productivity $124 million (Fixed)

R&D / Innovation • Customer/territory redesign Sales & Marketing • Inside sales capability Ops, Engr & Facilities • Compensation redesign Support Functions • Channel optimization • Advertising/promotion optimization

Achieving World Class Productivity

$536 Million (Fixed) R&D / Innovation Sales & Marketing • Benchmark and CoE Ops, Engr & Facilities • Six Sigma Æ Lean Six Sigma Support Functions • Leverage and global sourcing • Capacity release projects

Achieving World Class Productivity $278 Million (Fixed) • Hackett benchmarks R&D / Innovation • Simplify processes Sales & Marketing Ops, Engr & Facilities • Standardize/automate Support Functions • Consolidate and centralize work • Off-shore selected activities

44 (135) Key Strategies: 25 • Consolidate/ $871 standardize Salaries, Growth $805 activity Inflation Project Savings • Reduce applications/ infrastructure •Off-shore 2005 2007 Hackett Group Benchmarks • Tension $ / User vendors $10,132 DuPont $9,138 8,378 Peer 9,443 9,617 World Class 9,198

Portfolio Local $14.7 Price* Currency Project $12.8 Savings

Volume

2005 2007 $650 Million in Variable Cost Savings

Cumulative Savings Headwinds: 2005-2007 • Raws/energy pricing

Inventory (IDS) $135 • Strategic investments Receivables (DSO) 0 • Business mix Payables (DPO) 0 • Emerging markets Net $135 • A&N growth • Currency

Beat November 2005 commitments...more to come:

• Achieved $1B fixed cost a year ahead…progress elsewhere • $1.7B cost opportunity through 2010 (and beyond) • Supply chain and support functions: $800 million Fixed Cost • Raws/Energy: $900 million Variable Cost • Working Capital: ~$1 billion through 2009 • Capability to sustain

Achieving World Class 2007–2010E Productivity Cost Projects Plan ($ millions) Fixed Variable Ops, Engr & Facilities $ 550 $ 450 Support Functions $ 295 $ 450 >$ 800 $ 900

$1.7 Billion in 3 Years

Number of Employees

6,000

5,000 Leavers 4,000

3,000

2,000 Joiners

1,000

0 Jan 2006 Jan 2007 Jan

© 2008 E.I. du Pont de Nemours and Company. All Rights Reserved. 69 Variable Cost Productivity 2007–2010E ($ billions) 1.8 Key Strategies: • Consolidate/ 1.2 $16.7 standardize buy Local Project for leverage $14.7 Price* Savings • Reverse Volume auctions • Multi-source • Low-cost country sourcing

2007 2010E • Operations programs

Cumulative Savings 2005-2007 2007-2010E Total IDS $135 $ 685-725 $ 720-855 DSO 0 85-170 85-170 DPO 0 150 150 Net $135 $825-1,040 $955-1,175

Beat November 2005 commitments...more to come:

• Achieved $1B fixed cost a year ahead…progress elsewhere • $1.7B cost opportunity through 2010 (and beyond) • Capability to sustain: • Dramatic supply chain improvement program • Capacity without CAPEX • Integrating business processes more powerfully

Achieving World Class 2007 – 2010E Productivity Cost Projects Plan ($ in millions) Fixed Variable Ops, Engr & Facilities $ 550 $ 450 Support Functions $ 295 $ 450 >$ 800 $ 900

Revenue Upside Potential PTOI ($ millions) • Capacity liberation $200 - 600 • Customer service plus $100 Range $300 - 600

DEPLOYMENT What it is: 35000 Uniform, integrated improvement program: 30000 • Focused on outcomes 25000 20000 • Engages and involves 15000 • Builds on and complements capabilities 10000 5000 • Proven methodology 0

• Extensive professional / Leadership # of Plants/Savings 2007 2008 2009 2010 2011 development • Staffing / training Where we are: • Diagnostic: • Proven in 2007 with pilot sites •Heat map • Scaling up in 2008 • Environment • Maximizing business impact: • Tools / training - Target capacity release • Leadership development - Productivity opportunities • Manageable mobilization • Benefits capture • Institutionalization

DPS CASE EXAMPLE – EUROPEAN PILOT Fixed costs Variable costs 2007 – 2010E (€ millions) Hidden factory *

40 - 46 (6 – 8) 5 - 8 € 60 - 69

• 42 - 43

26 - 31 4.6 2.5 2.5 4.0 € 15 - 20 1.7 4 21 - 26 11 -16

Manufacturing Energy Site Site supply M&RI Total Hidden Additional Total services chain improvement factory fixed cost improvement potential

* Plus “1-Time” potential of € 7 – 9 million.

$150

$200 Fixed $150 $550 Cost

$200

Year 2008E 2009E 2010E Cumulative (3 yrs)

Plants Processed 17 42 100+ 159+

Value Accelerator Projects (Plants) 45 45 40 130

DuPont Integrated Business Management (DIBM)

Business Strategy

Supply Demand Product / Technology Management Management Innovation

Benchmark DIBM Companies Potential* Forecast 25-50% 15-30% 45 Accuracy Sales 2-5% 1-2% Revenue 45 ~$125 On-Time 3-40% 5-15% PTOI Delivery 35 Inventory 5-15% 5-8% Reduction 12 Variable Cost 0-3% 0.5% 2007 2008E 2009E 2010E Logistics cost (as % 2-5% 1-3% Additional yearly gains: of sales) • 1-3% on-time delivery improvement • 1-2 days inventory reduction * Source: Oliver Wight

Financial Summary ($ millions) $600

$1,700 300 $1,643 Contribution From Additional Variable 650 900 Revenues Cost

Fixed 993 Cost 800

2005–2007 Actual 2008–2010E Projects Planned Projects

Headlines

Beat November 2005 commitments...more to come: • Achieved $1B fixed cost a year ahead…progress elsewhere • $1.7B cost opportunity through 2010 (and beyond): • Supply chain and support functions: $800 million Fixed Cost • Raws/Energy: $900 million Variable Cost • Working Capital: ~$1 billion through 2009 • Capability to sustain: • Dramatic supply chain improvement program • Capacity without CAPEX • Integrating business processes more powerfully

$1.7 Billion in Savings 2008-2010E

Ellen Kullman Executive Vice President

2008 Investor Day New York City March 14, 2008 82 March 2008 Acceleration Plan Sales* ($ billions)

$40 8% CAGR $38 ’07-’10 $36 5% CAGR ’04-’07

$20 Growth Trend • Organic** growth 6-7% • Acquisitions 1-2%

$0 2004 2005 2006 2007 2010E

* Net Sales excludes Textiles & Interiors in 2004 to show comparable Net Sales over the period ’04-’10E. 2.4% ’04-’07 CAGR including Textiles & Interiors ** Organic sales represent base business volume and price growth © 2008 E.I. du Pont de Nemours and Company. All Rights Reserved. 83 Sustainable Growth Trends

• Growth in developing countries • Expanding middle class • Global infrastructure development

• Renewable energy and materials

•Greater safety and security

• Increased food production

Global Sales Regional Highlights

2007 Sales Distribution 2007 Sales Growth

25% Emerging Markets Region %

Latin Canada America 3% Worldwide 7 11% Non-U.S. 11 US Developed Emerging Markets 18 39% Europe 24% Emerging Asia 17 Emerging EMEA 21 Latin America 17 Emerging EMEA Developed Emerging 6% Asia Asia 10% 7%

Stepping Up Growth Going Forward

Growth Drivers

Base Organic Growth 2008-2010

New Products & Applications Above Trend Line Opportunities

Capacity • Expanding markets outside the U.S. Expanding Markets • Broadening addressable markets

Acquisitions • Targeted areas for business acquisitions

Fast Growing Markets Low DuPont Penetration Country GDP Growth Forecast*

12%

0.10% 8%

4% Russia Indonesia China Brazil Mexico Argentina India S. Africa Turkey 0% 0% USA Brazil Mexico Argentina Russia Africa S. Turkey China India Indonesia DuPont Sales % GDP PPP

Latin Emerging Emerging 2007 2008 2009 America EMEA A/P

Major opportunities for growth: Rapid GDP growth & increase DuPont penetration

Strategy to Grow Outside the U.S.

DuPont Approach: 3 Stages of Development Optimize Market 3 Presence • Industry marketing specialists • Regional technical laboratories Strengthen • Local application and product 2 Capability to Serve development • Selective regional manufacturing • Expand sales force • Leverage inside sales • Upgrade distribution/go direct • Enhance technical support • Local language eMarketing Build Market • Add regional warehouses 1 Access • Build local talent MARKET PENETRATIONMARKET • Open local sales office • Establish distributor relationships • Local language MC and sales collateral • Build base with existing offerings

EARLY DuPont Country Development MORE MATURE

Stages 1 & 2 : DuPont in Central Europe

New Sales Offices • Romania 2005 • Lithuania 2006 • Serbia 2007 • Bulgaria 2007 • Estonia 2008 • Latvia 2008

Central Europe 900 900 Eastern Europe CAGR 20% CAGR 44% 600 600

300 300

0 0 2003 2004 2005 2006 2007 2003 2004 2005 2006 2007

900 Turkey, Middle East 900 South Africa CAGR 22% CAGR 9% 600 600

300 300

0 0 2003 2004 2005 2006 2007 2003 2004 2005 2006 2007

Stages 1 & 2 : Staffing Emerging Regions

% Change in Regional Staffing % Change in Global Staffing Jan. 2005 – Jan. 2008 Jan. 2005 – Jan. 2008

Jan. 2005 Emerging 16% Asia Pacific 42%

EMEA- 62% Emerging

Developed Latin America 20% 84%

-4% U.S. Emerging Jan. 2008 22% -8% EMEA-Developed

-18% Canada Developed 78%

Stage 3 : Expanding Technical Presence in Asia

DuPont China R&D Center DuPont Taiwan Technical Center

DuPont India Knowledge Center

DuPont Korea Technical Center

© 2008 E.I. du Pont de Nemours and Company. All Rights Reserved. 93 Stage 3 : Optimizing Market Presence Recently Announced Investments TiO2 Refinish Kevlar® Eastern Europe 2009 Tyvek® Fluoropolymers Nomex® Photovoltaics

Shanghai, China

Hsinchu, Taiwan

Sao Paulo, Brazil Hyderabad, India Vespel® & Zytel® HTN

Polyimide Laminate

Emerging Markets’ Rapid Growth

>$7B Emerging Market Sales Growing to >$10B

$12 13-15% $10 CAGR $8 $6 $4 $2 $0

4 7 0 0 2 2005 2006 200 2010E Latin America Emerging EMEA Emerging Asia

S&P Expanding Addressable Markets

2002 2007 2010 Product & Asset Market & Application Expanded Markets

Aramid Fibers Personal Protection, Personal Protection, Advanced Fibers Advanced Materials

Tyvek®, Sontara® Selective Barriers, Filtration Selective Barriers, Filtration

Industrial Chemicals Specialty Chemicals, C&D, Specialty Chemicals, Clean Technology Industrial Services

Counter tops Building Envelopes, Sustainable Buildings, Premium Decorative Surfaces Functional Design

Safety Consulting and Safety Training Safety Consulting Services

Worker Safety • Advanced cut protection • Thermal, particulate and chemical resistant garments Emergency Response / Life Protection • Chemical- and fire-resistant fabrics and garments • Integrated chemical / flame protection • State-of-the-art turnout gear • Bullet-resistant fabrics Chem/Bio Agent and Contamination Control • Biosecurity kits for farm and office use • Tyvek® contamination control suits • RelyOn™ and Virkon® wipes and sprays for microbial and pathogen protection

Where We Were Where We Are Today • Independent units with • Integrated protective apparel and ingredients services with significant global • Product and asset orientation presence, focused on end users Core Markets: Expanded Markets: • Petrochemicals • Electric Utilities • Transportation • Homeland Security • Police / Fire / Military • Biohazards

$500 $700 2007 million 2002 $2.4B million $4B

Rest of Addressable Market DuPont Revenue

© 2008 E.I. du Pont de Nemours and Company. All Rights Reserved. 98 Example: New Business Model Clean Technologies • Clean fuels, clean air, and clean water • Significant growth potential due to sour crudes and environmental policies • Integrated clean air and fuel solutions for refiners so they can reduce their environmental footprint • On-site Sulfuric Acid Regeneration (SAR) • Air and fuel quality control • Reduced air emissions

Where We Were Where We Are Today • Selling sulfuric acid • Integrated clean air and fuel to industrial customers solutions so refiners can reduce • Product and asset orientation their environmental footprint Core Products Core Products: • Bulk chemicals • Technology licensing • Equipment sales • BOOM model

$100 $300 2002 2007 million $1B million $20B

Addressable Market DuPont Revenue

Aramid Fibers Personal Protection, Personal Protection, Advanced Fibers Advanced Materials

Tyvek®, Sontara® Selective Barriers Selective Barriers, Filtration

Industrial Chemicals Specialty Chemicals, C&D, Specialty Chemicals, Clean Technology Industrial Services

Counter tops Building Envelopes, Sustainable Buildings, Premium Decorative Surfaces Functional Design

Safety Training Safety Consulting Safety Consulting and Services

Advanced Materials Personal Protection

Industrial Services Sustainable Buildings

Electronic Materials Alternative Energy

Selective Barriers Agriculture

BioSciences Sustainable Materials

• Improves Market Access • Adds to the Product Portfolio Criteria • Provides access to new Technology • Drives Productivity

$40 8% CAGR $38 ’07-’10 $36 5% CAGR ’04-’07

$20 Growth Trend • Organic** growth 6-7% • Acquisitions 1-2%

$0 2004 2005 2006 2007 2010E