Hot Topics Innovative Approaches for Sustaining Quality Programs

Hot Topics: Innovative Approaches for Sustaining Quality Programs in Era of Cutbacks Facilitator: Mariela Dabbah / Consultare Presenters: Melissa Johnson / Best Buy Kevin Carter / Campbell Soup Company

Local Solutions for Local Needs

Best Buy’s Employee Business Networks (EBNs) • 8 Corporate EBNs • 118 Field EBNs supporting US Stores • Current EBNs: AEN (Asian Employee Network) INCLUDE (Disabilities Network) Lat. IN (Latino Employee Network) PRIDE (LGBTA Employee Network) TEFA (Teen Employee Network) BEN (Black Employee Network) Inter. Faith Military SAGE (Employees over 40) WOLF (Women)

Field EBNs: Local Solutions for Local Needs • Grassroots approach • No limit on number of field EBNs • Absence of big, centralized budget – D&I team provides seed money to get EBNs started • Field EBNs supported locally (some operating expenses and labor) • Customized approach – Each EBN defines the business plan that will support their local needs

Benefits of Localized Funding • Unlimited potential number of EBNs • Leaders more vested in success of the EBN when they have a financial investment • Supports Owner Operator model of our Business • Customized approach to meet the needs of the local market • Participants have a stake in the success of the program

Drawbacks to Localized Funding • Controversial with D&I Programs – Perception that it isn’t important if not centrally funded • May miss some groups if they do not see the value in investing • Never see 100% participation in all markets

Key to Success: WIIFM for Local Leaders • Need to assist EBNs in telling the story of the impact – Business Plans – Scorecards – Tangible Business Results, Employee Promotions, Community Outreach • Publicize Successes – Highlight the accomplishments of successful EBNs with specific examples – Use those key accomplishments to build a business case for the ROI potential for the EBNs

Melissa Johnson Manager, Diversity & Inclusion Melissa. johnson@bestbuy. com Office: 612. 291. 7693

Campbell Valuing People: People Valuing Campbell

Business Resource Affinity Networks

Situational Analysis FISCAL YEAR 2010 FISCAL YEAR 2011 FISCAL YEAR 2012 • Primarily workplace / community focus Add marketplace focus Accelerate marketplace delivery through business partnership • Employee engagement is primary success metrics Introduce tools to facilitate additional success business metrics Introduce social technology metrics to measure community, consumer and candidate affinity • Dispersed budget Consolidated budget Performance / membership based budget • Executive sponsors / elected leads Executive sponsors / selected-elected leads • More individual than Introduce technology to integrated facilitate collaboration operations Accelerate collaboration through social technology and Summit

Collaboration Tools Budget

Scorecard Tool Business Goal Winning in the Marketplace Sales & Volume Growth Wellness Portfolio Penetration / Expansion Acquisitions / Partnerships D&I Strategy Project (USE Template for Detail) Metric Cost • Use our diversity to connect more effectively with diverse ethnic markets, cultures and social segments in order to improve product sales and volume growth, customer satisfaction and to establish mutually beneficial partnerships Winning in the Workplace • Institute plans that build cultural knowledge, skills and Cost Management confidence in order to foster a High Engagement & highly productive and engaged Performance work environment Talent Management Winning in the Community & with Integrity Corporate Responsibility Compliance • Become a benchmark organization in diversity and inclusion in order to attract talent and further enhance CSC’s reputation as a responsible corporate citizen 13

Project Management Tool Situational Analysis Budget: $ Sponsors Executive(s) What’s happening? Why? So What? Department(s) Project Leader Project Team Strategies / Critical Success Factors Objective / Opportunity / Project What should happen? How will we measure our success? How should it happen? What are the key strengths and opportunities we taking advantage of? Tracking Plans Critical Action (What) Responsibility (Who) Timing (When) Resources (How Much) Progress (NS/IP/C) r Date: Signature: Status (Circle): Continue / Re-evaluate / Stop / Accelerate 14

Successes • ANC developed communications workshops to improve the presentation, negotiation and management competencies of its members. • BRIDGE developed a series of workshops focused on how different generations within the workplace describe and foster effective teamwork, communication and goal setting. • Wo. C developed leadership program specifically targeting women that incorporates curriculum from existing educational programs, seeks to improve competencies judged essential for leadership and advancement and creates a mentoring network for women. • MAIN has participated in several cultural events, career fairs and parades to increased brand awareness through product sampling and the sharing of traditional Lumbee Indian recipes using our products. • HNde. C partnered with Public Affairs to host Senator for a town hall meeting and developed a product recipe that placed 2 nd in Campbell's Innovations Fair. • BRANs developed case studies and practiced in the evaluation process of Campbell's next suite of collaboration Cloud products

Successes • OPEN is planning meetings with their peers at the company’s largest customer to develop SAFE workplace sessions for both companies. • CAPS will be hosting a private community of executive administrators of at the Campbell Employee Center, thus helping our executives deepen relationships and improve working efficiencies with their peers. • BRIDGE partnered with the Campbell Consumer Insights Department to host a series of presentations and meetings with an external vendor to develop products ideas, service and community projects to engage Millennials within and outside the organization. • CAAN partnered with the Philadelphia African American Museum to develop a Black History Month celebration that included product sampling and coupon distribution. • ANC supplied Mandarin speaking Interpreters for Campbell’s Chinese delegation, a significant costs savings that also increased employee engagement. • ANC’s participation in the Asian / Pacific American Heritage Festival New York led to the distribution of nearly 3, 000 V 8 Fusion samples.

Next Steps • Social technology that helps the organization innovate, across all business functions, through a better understanding of cultural diversity within employees, customers and communities to improve products/services, marketing, sales/customer service, corporate culture and reputation. • BRAN-to-Business Summit to directly connect BRAN activity planning with organizational business planning • BRAN leadership structure to be defined internally as a “stretch assignment, ” demanding a high level of motivation and skill, often exceeding what is required in a standard functional role • BRANs positioned as a conduit to the cultural competency required for globalization and new market expansion • Accelerated incorporation of BRAN leadership role with the Talent Management and Organization Review Process

Kevin Carter Director, Diversity & Inclusion Kevin_Carter@Campbell. Soup. com Office: 856 -342 -4775