Staples 2015 Annual Report Download - page 9

PROXY STATEMENT SUMMARY
www.staplesannualmeeting.com STAPLES 5
CORPORATE RESPONSIBILITY HIGHLIGHTS
Staples recognizes the close connection between our success and our ability to make a positive impact on our customers, our
associates and the planet. Giving back to communities, embracing a culture of diversity and inclusion, sustaining the environment,
and practicing sound ethics aren’t just the right thing to do. These efforts help make us an employer and neighbor of choice,
differentiate our brand, and support profitable and responsible growth. For more information, visit www.staples.com/responsibility.
Community & Giving
• Enabling associates globally to direct funds to
organizations they care about through the 2 Million &
Change grant program
• Providing educational support in times of disaster
through Staples Emergency Education Fund with
Save the Children
• Supporting associate participation in community
volunteer activities
• Inspiring customers to donate through cause marketing
and disaster relief campaigns
Diversity & Inclusion
• Focusing on building an inclusive and diverse, high-
performing workforce that reflects all segments of
our society
• Emphasizing a culture that empowers associates and
encourages collaboration, flexibility and fairness
• Leveraging Associate Resource Groups to promote our
Employer of Choice strategy, create awareness and
increase business value
• Collaborating with organizations supporting diverse
business development and expanding our product
portfolio from diverse businesses
Environment
• Aligning our efforts with global sustainability strategy and
2020 performance goals to benefit the environment, our
customers and our business
• Offering customers more than 13,000 eco-responsible
products and providing free recycling and other
environmental services
• Improving operational environmental footprint by
increasing energy efficiency and renewable energy use,
and eliminating waste
Ethics
• Supporting our culture of high integrity by continually
promoting our Code of Ethics and Ethics Program
• Encouraging associates to speak up and raise questions
and concerns through our global ethics helpline and other
available options
• Auditing suppliers of own brand products for adherence to
our Supplier Code of Conduct to support ethical sourcing
practices
EXECUTIVE COMPENSATION
Staples is engaged in a strategic reinvention designed to position the company to generate long-term sales and earnings
growth. The Compensation Committee of the Board sets rigorous financial metrics tied directly to the success of our strategy
and the creation of long-term shareholder value.
For more information about our strategy and 2015 highlights, see “Business Overview” in the “CD&A” section of this
proxy statement.
We are committed to an executive compensation program that is consistent with current best practices:
Things We Do Things We Don’t Do
• Strong alignment of pay and performance
• 89% of CEO compensation in 2015 was “at risk”
• Both short- and long-term programs include performance goals
• Rigorous, objective financial metrics on annual and performance-
based long-term awards that are closely tied to business strategy
• 3-year relative TSR modifier in performance-based long–term
awards
• Strong stock ownership guidelines (5x salary for CEO, 3-4x for
other NEOs)
• Double trigger change in control provisions in severance
agreements
• Clawback policy
• Anti-hedging policy
• Policy requiring shareholder approval for executive severance in
excess of certain limits
• Cumulative three-year goals in the long-term incentive program
• No employment agreements
• No excise tax gross-ups in executive severance
agreements
• No pension plan