2013 Corporate Responsibility Report

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4. Governance, Commitments, and Engagement Profile Disclosure Description Reported Cross-reference/Direct answer 4.1 Governance structure of the organization, including committees under the highest governance body responsible Corporate Governance for specific tasks, such as setting strategy or organizational oversight. Committee Compensation Fully Proxy Statement 4.2 Indicate whether the Chair of the highest governance body is also an executive officer. 4.3 4.4 For organizations that have a unitary board structure, state the number of members of the highest governance body that are independent and/or non-executive members. Mechanisms for shareholders and employees to provide recommendations or direction to the highest governance body. Fully Every year, the Board evaluates its leadership structure and, based on a recommendation from the Nominating and Corporate Governance Committee, determines whether there should be an independent chairperson of the Board or an independent lead director. We currently have a combined CEO-Chairman and an independent lead director. The combined CEO-Chairman role allows for a single, clear focus for command to execute Staples’ strategic initiatives and business plans. Our independent lead director has significant responsibilities and duties, including approving the Board agenda and schedules for meetings, presiding at executive sessions of independent directors, chairing the annual review of the CEO and many other duties as set forth under our Corporate Governance Guidelines. Staples has a Board of Directors and Executive Officers. Executive Officers Annual Report Associates can also engage with leadership through channels such as a regular leaders forum, Breakfast Club with executive committee, "Just Ask" Q&A series, engagement surveys, associate resource group events, and our Chief Culture Officer. Fully 4.5 Linkage between compensation for members of the highest governance body, senior managers, and executives (including departure arrangements), and the organization's performance (including social and environmental performance). Fully Annual Report 4.6 Processes in place for the highest governance body to ensure conflicts of interest are avoided. Fully Director's Corporate Governance Guidelines 4.7 Process for determining the qualifications and expertise of the members of the highest governance body for guiding the organization's strategy on economic, environmental, and social topics. Fully Director's Corporate Governance Guidelines 4.8 Internally developed statements of mission or values, codes of conduct, and principles relevant to economic, environmental, and social performance and the status of their implementation. Policy Documents (Code of Ethics) Policy Documents (Supplier Code of Conduct) Ethics at Work Ethical Sourcing Fully 4.9 Procedures of the highest governance body for overseeing the organization's identification and management of economic, environmental, and social performance, including relevant risks and opportunities, and adherence or compliance with internationally agreed standards, codes of conduct, and principles. Fully Annual Report 4.10 Processes for evaluating the highest governance body's own performance, particularly with respect to economic, environmental, and social performance. Fully Director's Corporate Governance Guidelines 4.11 Explanation of whether and how the precautionary approach or principle is addressed by the organization. Fully Staples stays abreast of the environmental challenges and issues facing our industry and the products and services we offer our customers. Our precautionary approach to environmental challenges is reflected in our strong goals and our leadership in launching products, services, and operational changes that support precautionary principles. For example, Staples was the first in our industry to adopt a paper procurement policy to help protect forest resources, the first retailer to offer a national electronics recycling program across all 1,800+ of our retail locations to responsibly handle electronic waste, and one of the first office products companies to launch our own brand line of Sustainable Earth green cleaning products that use greener chemistry to reduce impacts on human health and the environment. We partner extensively with NGOs on issues such as sustainable forestry issues, packaging and technology, as well as green chemistry. Reason for omission Explanation Pages 10 of PDF Pages 4 (stockholders), 13 (enterprise risk management), 15 (communicating with board) Pages 40-56 of PDF. No specific social or environmental criteria are applied. Pages 16-24 Fully Ethics at Work Sustainable Products CDP Investor Response question 2.1 Page 2
4.12 Externally developed economic, environmental, and social charters, principles, or other initiatives to which the organization subscribes or endorses. Fully None 4.13 Memberships in associations (such as industry associations) and/or national/international advocacy organizations in which the organization: * Has positions in governance bodies; * Participates in projects or committees; * Provides substantive funding beyond routine membership dues; or * Views membership as strategic. Fully Stakeholder Engagement 4.14 List of stakeholder groups engaged by the organization. Fully Stakeholder Engagement 4.15 Basis for identification and selection of stakeholders with whom to engage. Stakeholder Engagement Community Diversity at work / Supplier Diversity Fully Ethical Sourcing 4.16 Approaches to stakeholder engagement, including frequency of engagement by type and by stakeholder group. Fully Frequency of engagement varies greatly; some occurs on an ad-hoc basis while other engagements occur regularly. More detail is included in the following sections: Stakeholder Engagement Annual Report See page 16 4.17 Key topics and concerns that have been raised through stakeholder engagement, and how the organization has responded to those key topics and concerns, including through its reporting. About this site Fully Stakeholder Engagement STANDARD DISCLOSURES PART II: Disclosures on Management Approach (DMAs) G3 DMA Description Reported Cross-reference/Direct answer Further comments DMA EC Aspects Disclosure on Management Approach EC Annual report (Full Report) Community Performance Highlights Economic performance Fully Global Performance Summary Page 3 of PDF Market presence Fully Annual report Pages 90-93 of PDF Indirect economic impacts Community Section Fully Supplier Diversity DMA EN Aspects Disclosure on Management Approach EN Materials Environment/Our Strategy Eliminating Operational Waste Sustainable Products and Services Recycling Solutions for Customers Fully Global Performance Summary Energy Environment/Our Strategy Renewable Energy & Efficiency Fully Performance Highlights Water Environment/Our Strategy Partially Total Water Use Biodiversity Environment/Our Strategy Partially Sustainable Paper- Based Products Emissions, effluents and waste Environment/Our Strategy Renewable Energy & Efficiency Fully Global Performance Summary Products and services Environment/Our Strategy Sustainable Products and Services Performance/Products Customer Recycling Fully Reducing Operational Waste Compliance Not Not reported Transport Environment/Our Strategy Fleet efficiency Partially Global Performance Summary Overall Not Not reported DMA LA Aspects Disclosure on Management Approach LA Employment Fully Careers Labor/management relations Not No related indicators are reported Occupational health and safety Partially In order to deliver on our goals of a safe working environment, we have Occupational Health and Safety (OHS) plans that are reviewed and updated annually based on changes in the business and in local, state and federal regulatory requirements. Page 3
Page 1 and 2: 2013 Corporate Responsibility Repor
Page 3 and 4: Letter from Ron Sargent Dear Valued
Page 5 and 6: Recognition & Awards Thanks to the
Page 7 and 8: Performance Highlights Here’s how
Page 9 and 10: Greener paper choices Our Sustainab
Page 11 and 12: Smart-Size Packaging: A perfect fit
Page 13 and 14: Reducing Operational Waste Staples
Page 15 and 16: Using alternative sources of energy
Page 17 and 18: 2013 Performance highlights • We
Page 19 and 20: Save the Children In 2013, we worke
Page 21 and 22: Ethics At Staples, doing right is j
Page 23 and 24: Ethical Sourcing Staples is committ
Page 25 and 26: Diversity & Inclusion We believe th
Page 27 and 28: Employee Groups & Mentoring Meaning
Page 29 and 30: Environment — United States 2013
Page 31 and 32: Environment - Global 1,2 Fiscal Yea
Page 33 and 34: Stakeholder group Associates Shareh
Page 35: Application Level B Staples Inc. G3
Page 39 and 40: Performance Indicator Description R
Page 41: Security practices Percentage of se

2013 Corporate Responsibility Report

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