Historical Overview

2. Historical Overview David Gaither Chief of Staff, Office of the Governor

3. Impact and Opportunity for Business Cyndi Lesher President and CEO NSP – MN, ND, SD (an Xcel Energy Company)

4. Nonprofits, Schools and Social Services Lauren Segal President and CEO Greater Twin Cities United Way

5. Minnesota’s Plan Commissioner Michael Campion MN Department of Public Safety Commissioner Dianne Mandernach MN Department of Health

6. Legal Issues and Catastrophic Events Greg Stenmoe Attorney Briggs and Morgan, Professional Association

7. Overview of Legal Issues • BusinessPlanning • Human Resources Management • Governmental Authority

8. Human Resources Management • Employee Impact • Leave Policies • Wage and Hour • Disability Discrimination • Privacy • Defamation • OSHA • Whistleblowing • WARN Act

9. Business Planning • Sarbanes-Oxley • Variable Industry Impact • “Work-at-Home” Infrastructure • Supplier/Vendor Contracts • Insurance

10. Governmental Authority • Minnesota Emergency Health Powers Act • Communicable Disease Act • Law Enforcement • Court System • Federal v. State v. Local Authority • Temporary Legislation/Special Laws

11. Coordination/Communication • Government, Business, Community Partnerships • Essential Goods and Services • Allocation of Resources • Communication and Cooperation

12. Summary • Review Contracts and Insurance Coverages • Modify H.R. Policies • Consider Contingency Legislation • Communication, Coordination and Cooperation

13. Update on Business Planning Marie Johnson President Business Continuity Planners Association

14. Summits, Conference, and Meetings • Minnesota Inter-Company Pandemic Planning • July 27, 2006 • Subgroups • Medical Recommendations • H.R. Policies • Communications • Business Continuity • Additional Subgroups • Government Affairs • Technology

15. Business Continuity Planning • Processes • Team of Experts • Executives or Business Unit Leaders, with • Subject Matter Experts, making up • 17-30 Member Teams • Responsibility Given to Current Teams • Use Business Continuity Program Teams • Use of Standardized Task Lists, Assumptions and Templates

16. Business Continuity Planning • Response Triggers/Stages • Four or Five Triggers to Action • Aligned to the World Health Organization (WHO) Levels • Typically Color Coded i.e. - Green, Yellow, Orange, Red • One company is currently planning to track absences as a trigger

17. Business Continuity Minimizing Risk • Staying Healthy • Flu Shots • Offer Annual Flu Shots at Workplace • Use Same Process for H5N1 Vaccine • Office Sanitation • Coordinate with Housekeeping Plans • Air Ventilation Options • Social Distancing at Work • Three Foot Rule – Minimize Contact

18. Business Continuity Minimizing Risk • Staying Healthy • Hand Sanitizers • All are discussing, and some plan to provide, hand sanitizers to employees • Encouraging the simple “Washing with Soap”

19. Business Continuity Minimizing Risk • Performing Job • Communication & Education • Use of Web sites • Employees and Customers • Travel • Monitoring Risk to Travelers • One Provides Tamiflu • Limit Travel as Risk Increases • Telecommuting • All are Expanding Capabilities • Internet Dependency • Multiple Access and Possible Shift Schedules • Recognize Limitations and Internet Overloading • Limit/Control access for Critical Users, pre-defined by business units

20. Business Continuity Minimizing Risk • Performing Job • Supply Chain • Use of Multiple Vendors • Asking Vendors for Pandemic Plans • Concerns on Transportation and Port Entry/Exit • Facility Entry • Information Signage at Entrances • Encourage Sick Employees to Stay Home • Self-Assessment Form for Health Status • Facility Closing • Defining Minimum Number and Type of Needed Employees to Operate Facilities

21. Major Economic Implications • Just-in-time global economy puts essential resources at risk • 24/7 media coverage will fuel public panic • Consumers will resist leaving home • Demand for restaurants, concerts, sports events, entertainment, hotels, travel, and conventions will come to a grinding halt

22. Major Economic Implications • Emergency health care facilities will proliferate at the local level • Demand for masks, gloves, bulk food items, antibacterial products (even though may not be effective) will increase • Schools may shut down

23. Potential Employee Impact • Some employees will refuse to come to work • Some employees will want to come to work and stay at work (earn money, protect their family from exposure) • Some employees will want to work even though they exhibit symptoms of the flu because of economic necessity • Some employees will exploit the situation and use the flu as a reason to avoid coming to work

24. Potential Employee Impact • Some employees will refuse to seek health care out of fear of getting the flu at the doctor’s office • Some employees will refuse to travel to certain geographies hard hit by the virus • 40-50% of workforce out due to personal illness or illness of family members

25. Other Implications • Increases • Online Ordering • Virtual Meetings • Information Center Calls

26. Family Preparedness, Employee Communications Kris Eide Director Homeland Security and Emergency Management Aggie Leitheiser Director Emergency Preparedness

27. Panel Discussion Building Partnerships Toward Good Communication During Catastrophic Events

28. Panel Participants Moderator: Sean Kershaw, Executive Director, Citizens League Kris Eide, Director, Homeland Security and Emergency Management Rob Fulton, Director, Saint Paul - Ramsey County Department of Public Health Caty Jirik, Director, United Way 2-1-1 Marie Johnson, President, BCPA Aggie Leitheiser, Director, Emergency Preparedness Greg Stenmoe, Attorney, Briggs and Morgan Christopher Terzich, Incident Management V.P., Wells Fargo & Company Tim Turnbull, Director, Hennepin County Emergency Preparedness