1. 2010 Thank you, Sponsor!

2. 2010 Experienced Leaders/Maturing Groups Track: Trends in ERG Organization & Development Moderator/presenter: Patricia J. Crawford / Diversity & Inclusion Manager / Wells Fargo & Company Presenters: Brian Burlingame / Director Change Execution / Merck & Co., Inc. Melissa Johnson / Diversity & Inclusion Manager / Best Buy

3. 2010 Background Dec. 31, 2008, Wells Fargo and Wachovia merged, creating North America’s most extensive distribution system for financial services Both companies shared a long-standing commitment to diversity and had team members who valued diversity and wanted to create a more inclusive, innovative and productive work environment for everyone During integration, we had an opportunity to take the best of the best from both legacy companies to build an even better diversity program for the combined company The result is our new Team Member Network structure comprised of nine enterprise-driven networks Wells Fargo and Wachovia Creating a world-class Team Member Network Structure

4. 2010 Asian Black/African American Disabilities Hispanic/Latino LGBT Middle Eastern Native American Women Veterans Groups that do not fall into these categories can be considered for Communities of Interest or Communities of Practice, for example: Green Teams Administrative Assistants Wells Fargo’s Team Member Networks

5. 2010 Benefits Enterprise-driven networks Business development and customer insights A strengthened partnership between the networks and the business enables the company to better serve a diverse customer base Talent development and professional growth Enhanced senior level involvement and leadership development opportunities for high potential talent: Executive Advisors Integration Leaders TMN Consultants HR Consultants Team member engagement Provides opportunities for professional development and community outreach Creates a high energy climate of diverse thought, creativity and innovation that fully engages our team members in the business

6. 2010 Asian Regional Chapter San Diego Regional Chapter Minnesota Regional Chapter … Etc. Executive Advisors LGBT Regional Chapter San Francisco Regional Chapter Charlotte Regional Chapter … Etc. Executive Advisors Women’s Regional Chapter Minneapolis Regional Chapter Des Moines Regional Chapter … Etc. Executive Advisors Enterprise TMN Council TMN Program Office Program Office: the function in the Enterprise Diversity Office that manages the overall TMN program. Enterprise Council: the collective group of executive advisors and senior TMN leaders who collaborate on systemic issues and common needs. Regional Chapters: the groups that comprise the network and come together to represent local and regional interests of the identity group and align with the Corporate Network Group. Enterprise Leadership Team: Executive leaders who champion the network, provide strategic guidance and coach the TMN leadership. HR Liaisons HR Liaisons: Consulting, expertise and support for Advisors and TMN leaders. Integration Leaders Consultants Structure

7. Learn more: www.diversityatbestbuy.comwww.diversityatbestbuy.com NALC Conference Experienced Leaders/Maturing Groups Track: Trends in ERG Organization & Development 5/11/10

8. 2010 | Page 8 Diversity & Inclusion at Best Buy What is Diversity? We define diversity as all the ways we are similar and different. What is Inclusion? Honoring all of our similarities and differences; taking action to create an environment where diversity is respected, celebrated and leveraged as a competitive advantage.

9. 2010 | Page 9 Best Buy’s Employee Business Networks (EBNs) Best Buy Corporate (9) 1.Asian Employee Network (AEN) 2.Black Employee Network (BEN) 3.INCLUDE 4.InterFaith 5.LatIN 6.Military 7.PRIDE 8.SaGE 9.Wolf @ Best Buy Best Buy Field (159) 1.Asian Employee Network (AEN) 2.Black Employee Network (BEN) 3.Best Buy Leadership United (BLU) 4.INCLUDE 5.InterFaith 6.LatIN 7.Military 8.PRIDE 9.SaGE 10.TEFA 11.Wolf @ Best Buy 109 EBNs across the country 50 Wolf Packs 100+ Wolf Dens An EBN is a group of employees who form a network based on a primary dimension of diversity, such as age, race, ethnicity, gender, disability, sexual identity & gender expression. EBNs are inclusive and open to everyone. EBN Pillars: Employee, Customer, Community

10. 2010 Decentralized EBN Model Challenges Widely dispersed store network Most EBN members are hourly Lack of meeting space Centralized funding not scalable Heavy workload for co-chairs Limited line of sight to what each EBN was focusing on Little measurement of outcomes Sponsor was highly recommended but not required; sponsors could be store managers Each EBN was at a different stage in their lifecycle; energy overall seemed to be waning

11. 2010 Decentralized EBN Model Best Buy’s Solution EBNs are formed with stores in close proximity Business plan and ongoing monthly scorecard are required EBNs are locally supported (funding, labor, meeting space) Expanded leadership roles to spread out the responsibility and workload Ongoing developmental opportunities built in to meeting rhythms First 4 meetings are structured with agendas, presentations and other documents built for the EBNs District-level sponsor required All field EBNs relaunched by 4/30

12. 2010 Q&A | Page 12

13. Veterans Leadership Network Established April 29, 2009

14. Mission The Mission of the Veterans Leadership Network is to serve as a Company resource on all veteran related issues, aligned with Company's strategy to attract, select and retain employees with military service, serve as mentors to newly hired Veterans, and help inform our hiring managers to the benefits of selecting candidates with military service. Additionally, we are working with/sponsoring organizations that are assisting military members and their families.

15. History/Genesis Desire to contribute more to the Corporation  Tied to Leadership / Diversity objectives  Strong linkage to recruiting & staffing & outreach  Enhance Company Reputation Understanding and translating military experience Further develop common bond among Merck employees with prior service backgrounds Provide a discussion forum for Merck veteran’s and manager’s of Merck veterans

16. Goals Leadership Development Recruitment & Retention Community Involvement Sponsor Leadership seminars Provide opportunities for career development Practical Leadership application Diversity in Leadership awareness Informal Mentoring Veteran’s Administration / DOD visits Support community & Veteran’s military events Community outreach Utilization of Merck Volunteer Policy Communications Continue to enhance external veteran’s careers site Increase intra- company employee awareness Enhance EEO compliance reporting Active participation in Veteran recruiting process Veteran transition assistance Retention Networks Support for deployed Merck employees

17. 2010 A. New Leaders/New Groups: Structure a Business Plan ROOM 21 B. Program Mgrs: Develop Relationships with Exec Sponsors ROOM 20 A C. Exp Leaders/Groups: Trends in ERG Org & Development ROOM 20 B D. Hot Topics: Using Network Technologies for ERG Growth ROOM: Hosack Aud ROUND I REPEATED: Structure/Organization Issues