Key Performance Indicator	2010	2009	2008
How we operate
Total revenue	$1.1 billion	$1.2 billion	$1.3 billion
Net profit after tax after one-off costs	[1]	$57.2 million	$61.4 million
Total product sales (catalogue)	$890.1 million	$800.1 million	-----[2]
Number of sites in Australia and New Zealand	46	52	58
Number of facilities meeting ISO 9001 certification	46	52	-----
Associate engagement
Number of Lost Time Incidents	32	43	41
Lost Time Incident Frequency Rate	6.7	9.0	9.3
Total number of training hours	21,063	9,050	6,911
% of workforce covered by a collective bargaining agreement	14.5%	17%	14%
% of workforce represented in formal health and safety committees	100%	100%	100%
Ethics and governance
% of costs of goods sourced from preferred suppliers in the top 300 suppliers by spend who have signed ethical sourcing policy	[3]	85.4%	83%
Community
Total corporate giving	$221,289	$180,000	$250,000
Number of organisations supported	35	71	-----
Environment
Sustainable products
Total sales of products containing post-consumer recycled content	$68.1 million	$67.3 million	-----
Total sales of products meeting third party environmental certifications/standards	$168.3 million	$122.4 million	-----
Total sales of products meeting Earthsaver criteria	$175.7 million	$173.1 million	-----
Number of products meeting Earthsaver criteria for sale	3,636	2,610	600
% of lines ordered which are carried out electronically	83%	80%	76%
Recycling services
Ink and toner cartridges collected for recycling	[4]	Approx. 250,000	Approx. 250,000
Total amount of electronic waste items recycled (kgs)	2,511	3,215	-----
Sustainable operations
Environmental management
Number of facilities meeting ISO 14001 certification	41	0	0
Greenhouse gas emissions and energy usage
Gross CO2 emissions (tonnes CO2)	19,023	22,990	27,926
Total electricity use (kWh)	10,986,365	12,732,809	-----
Total purchases of carbon offsets (tCO2e)	1,690	1,346	-----
Packaging
Number of delivery packages delivered to customers	14.2 million boxes [5]	17 million boxes	-----
Number of delivery packages delivered by fleet to customers	12 million boxes [6]	12 million boxes	-----
% of post-consumer recycled content in shipping packaging	100%	100%	-----
Waste
Total amount of waste generated (tonnes)	3,847.76	3,942.47	-----
Total amount of waste sent to landfill or incinerator (tonnes)	1,674.29	1,965.53	-----
Total amount of materials diverted for recycling (tonnes)	2,173.47	1,976.94	-----
Diversity
Total number of associates	2,343	2,271	2,464
Number of associates who are men	1,249	1,184	1,284
Number of associates who are women	1,094	1,087	1,180
Total incidents of discrimination and actions taken	5 [7]	0	0

[1] Due to our change in ownership we are no longer a publicly-listed company and are no longer required to report this data. Our financial performance information is reported through Staples International in the Staples, Inc. Annual Report. Australia and New Zealand financial information is not reported as it is commercially sensitive.

[2] ----- Indicates that we did not collect the data for that year.

[3] We are moving to the Staples Supplier Code of Conduct and will be able to report on this in the future.

[4] We do not have this number for 2010 as we changed to a new cartridge recycling program, Cart Collect and so do not have a full year of data.

[5] This number does not include New Zealand.

[6] This is an estimated figure.

[7] We received five complaints and we have reviewed all incidents. We are still investigating one incident as this complaint was received close to the reporting year end. The remaining four have all been resolved and none of these incidents were subject to legal actions.

The table below shows the targets we set for 2010 in our previous Sustainability Report (for the year ending 31 January 2010), and how we performed against them.

We are adapting our CSR approach and strategy to align with the global company and the four pillars of Ethics, Community, Environment and Diversity and have therefore reported on these targets against these key pillars.

What we said we would do	Status	Our Progress
Ethics
Implement Phase 2 of our Ethical Sourcing Policy compliance approach.	completed	We implemented Phase 2 of our Ethical Sourcing approach and completed a trial audit for one of our offshore suppliers. In 2011 we will be transitioning to the Staples Supplier Code of Conduct and audit program.
Increase compliance of suppliers to 90 per cent.	incomplete	This figure has remained the same as last year at around 86 per cent. All suppliers renewed their support for the policy and we have been working with non-compliant suppliers to commit to an ethical sourcing program.
Community
Select strategic charity partners that link to our business strategy.	completed	We have developed How We Give guidelines which stipulate requirements for choosing our charity partners which align with the Staples global community mission to support programs that provide job skills and/or education for all people, with a special emphasis on disadvantaged youth.
Develop approach to national giving and establish National Charity Committee.	completed	We established a National Charity Committee and have issued How We Give guidelines.
Include a community focus in our Leadership Development Program.	incomplete	We did not include a community focus in the program in 2010 but we plan to do so in 2011.
Environment
Continue to look for new and innovative environmentally preferable products for our customers.	completed	We have increased the number of EarthSaver classified products from 2,610 in January 2010 to more than 3,600 as at October 2010.
Launch Go Green Guide in mid-2010.	completed	We launched our Go Green Guide in August 2010.
Develop Green Product Marketing Strategy.	completed	We launched our green product marketing strategy with the Go Green Guide and continued with the Simple Steps Program.
Develop internal guidelines for eco-printing and overall green purchasing policy.	completed	We developed and launched our Sustainable Procurement Policy in 2010 and a Sustainable Procurement Checklist, which aims to provide a practical tool to minimise the most common impacts of our generally consumed product and service groups, enabling our associates to make informed choices before purchasing.
Develop required EMS procedures. Undergo external ISO 14001 audit. Achieve ISO 14001 certification.	completed	We developed EMS procedures and are now certified to ISO 14001.
Implement National Packaging Covenant action plan.	completed	We submitted our annual action plan to the Covenant. To read it click here
Continue GreenXpress staff sustainability initiatives.	completed	In 2010 we continued with our GreenXpress staff initiatives by increasing the knowledge and understanding of our GreenXpress committee by holding sessions with internal and external guest speakers.
Continue to enhance the quality of carbon data collection to guarantee robust carbon reporting.	completed	We did this via a number of means in 2010 including: Working with our suppliers to ensure the data we received from them was fit for purpose and robust Working to eliminate the need for extrapolation as much as possible to ensure we were able to present anaccuratecarbon footprint We developed a Greenhouse Gas Inventory Management Plan to ensure we have a sound and credible platform for accounting for our carbon emissions We allocated every emission to an individual site whichsaw us move from one tiered corporate level carbon reporting toa comprehensive multi-tiered reporting structure allowing us to report on emissions at a corporate, region, stateand site basis.
Continue to report publicly on our carbon emissions through the CDP and via our sustainability reporting.	completed	We made our second submission to the Carbon Disclosure Project in May 2010 and are committed to continuing to disclose this information annually. We also publish carbon emissions data in our annual sustainability report.
Develop Sustainable Transport Strategy to minimise impacts associated with various operational transport.	completed	We developed a Sustainable Transport Strategy in 2010.
Introduce environmental KPIs into targets for employees with key responsibilities.	completed	Associates with specific environmental responsibilities have been identified in the Responsibility Tracking Matrix and various EMS procedures. Environmental KPIs have been integrated into all Supply Chain senior management performance objectives.
Nationwide environmental awareness e-learning module to be completed by all staff.	in-progress	We launched our environmental awareness e-learning module in January 2011. In the reporting period (which includes January only) approximately 300 associates had completed the training.
Implement 2010 Green IT initiatives.	completed	A number of Green IT initiatives were implemented such as a trial PC hibernation program. To read about these initiatives click here.
Increase virtualisation from 88 per cent to over 90 per cent.	completed	We increased virtualisation to 96 per cent.
Diversity
Develop a Supplier Diversity Program.	completed	We developed and launched our Supplier Diversity Program in 2010. In July 2010 we signed our first major contract with an AIMSC Certified Indigenous supplier. We also offer our customers products from AIMSC Certified suppliers.
Launch Reconciliation Action Plan and implement the RAP.	completed	We launched our RAP in 2010 and have begun implementing action points from the RAP. To read more click here
Attend AIMSC ‘Meet the Buyer’ events. Serve on the AIMSC Business Opportunity Fair Steering Committee and participate in the November 2010 event which will bring together AIMSC members and AIMSC-certified Indigenous-owned businesses.	completed	We attended the Meet the Buyer events in Sydney and Melbourne. In 2010 we served on AIMSC’s Business Opportunity Fair Steering Committee and helped plan the Business Opportunity Fair in November. Our Corporate Social Responsibility Manager, Jennifer Levasseur, received a Supplier Diversity Champion accolade at the Business Opportunity Fair.
Members of the Indigenous Support Committee to develop localised programs and initiatives.	in-progress	Key locations held events for National Reconciliation Week and launched their Reconciliation Action Plans (RAP) locally. In 2011, we will continue to implement RAP initiatives across Australia.
Employee Indigenous Support Committee to continue celebrating key Indigenous events in Corporate Express locations.	completed	We celebrated National Reconciliation Week in locations around Australia in 2010 by hosting Reconciliation Teas and bringing in cultural speakers. We also celebrated NAIDOC week. Click here for more information.
Work with Dare To Lead For Business to develop an Indigenous Employment Strategy.	incomplete	Dare to Lead for Business closed its doors in 2010, and we are developing our Indigenous Employment Strategy in 2011.
Launch and celebrate our Business Woman of the Year.	completed	We launched this program in 2010 and received over 200 nominations for our inaugural Business Woman of the Year. The winner was Melissa Rogers, National Inventory Project and Planning Manager, Adelaide. Click here for more information
Implement a consistent and equitable remuneration structure across the company.	in-progress	We are currently examining remuneration to align the grading guidelines from Staples globally and will be finalising this in 2011. We report statistics on our approach to remuneration to the Equal Opportunity for Women in the Workplace Agency.
Implement Diversity Policy.	completed	We implemented our Diversity Policy in 2010.
Continue increasing workplace diversity.	completed	We continued to increase the number of females in our senior leadership positions and have won a number of awards in 2010 recognising our efforts to increase workplace diversity. For more information click here
How we operate
Reinvigorate our employee and sales recognition and reward programs.	incomplete	We built a new employee recognition and reward program based on our TeamCARE values and will launch it in 2011.
Roll out Safety Shop to New Zealand in 2010/11.	completed	We rolled out Safety Shop to New Zealand in 2010.
Encourage our customers to become Fair Trade workplaces. Continue to promote fair trade all year and during Fair Trade Fortnight in May.	completed	We promoted fair trade to our customers with promotions on Fairtrade certified coffee, sampling events and fair trade resources and videos. We do this during Fair Trade Fortnight and throughout the year.
Promote a performance-driven culture by aligning remuneration to performance.	completed	At the beginning of 2010 we streamlined our remuneration strategy tofocus ona pay for performance culture.We applied this philosophy to our annual salary review process where annualincreases were based on anassociate's annual performance rating. We also launched our new company values with the message that behaviourisequally asimportantas performance and as such, associates’ performance ratingsincluded two components: overall work performance and behaviour as measured against the new values.
Introduce a new staff recognition program driven by our TeamCARE values.	in-progress	We launched TeamCARE and held focus sessions with associates. The TeamCARE recognition program will be introduced in 2011.
Ensure communications are accurate, consistent and timely.	completed	Our communications include a weekly e-newsletter for associates called Espresso and a quarterly print newsletter called CE Connect.
Implement HR Strategy programs and policies regarding Fair Work legislation.	completed	In 2010 we developed a formal policy and procedure forum within our Human Resources function. The HR Policy and Process Forum meets monthly with the mission to “to maintain best practice HR Policies and easy HR Processes for the business.” This has led to further improvements in our policy and processes and this year we updated all of our policies and procedures. Please click here to see these policies.
Measure employee engagement and develop action plans to address key issues.	completed	Associates in Australia and New Zealand participated in the Staples’ Associate Employment Survey. For more information click here
Our top 100 leaders will participate in our new Leadership Development Program in 2010 receiving training and personal LifeStyles Inventory coaching to help them become great leaders.	completed	Over 100 leaders participated in this program in 2010.
Continue to provide career development opportunities for our staff and ensure we are aligned with the Fair Work legislation.	completed	We updated all of our policies and procedures in 2010 to ensure we are aligned with the Fair Work legislation. We continued to invest in learning and development programs for our associates.
Evolve our culture through initiatives such as launching and integrating our new TeamCARE values and creating an attractive employee value proposition in order to ensure Corporate Express is the best place to work.	completed	We launched our TeamCARE values in 2010 and held focus sessions in the year with our associates to demonstrate how we can bring the values to life in our work.
Implement 2010 Occupational Health and Safety (OHS) Plan including OHS Coordinators’ Conference, Safety Week and key site audits.	completed	The 2010 OHS plan was implemented with all 76 action points addressed.
Build a world-class selling organisation by providing our staff with tools, training and support.	in-progress	We invested heavily in our people by doubling the number of training hours to over 18,000 hours in 2010.

Targets for 2011 and Beyond

Pillar	Target	Timeframe
Ethics	Provide associates with training on the Staples Ethics Program	2011
	Implement Staples Code of Ethics, Anti-Corruption Policy, Gifts and Entertainment Guidelines and Privacy Information Management Policy	2011
	Introduce Staples EthicsLink whistleblower hotline to associates	2011
	Replace current Ethical Sourcing Policy with Staples Supplier Code of Conduct for every supplier contract	2011
	Audit Staples own brand suppliers	2012 and ongoing
Community	Launch Staples community giving approach	2011
	Sponsor a team of associates at a fitness event where funds go to a charity	2011
	Implement associate payroll giving	2012
	Participate in Staples Community Day in each state and in New Zealand	2012
	Establish a national charity partnership with opportunities for associate volunteering	2012
	Develop reporting process to track associate volunteering hours	Ongoing
	Participate in Choose a Charity program – Staples grant program	Ongoing
	Launch Landcare Australia corporate partnership	2011
Environment	Retain ISO14001 certification for Australian supply of products, facilities operations and delivery of product	Ongoing
	Achieve ISO14001 certification for New Zealand supply of products, facilities operations and delivery of product	2012
	Conduct detailed data collection to measure and report on environmental performance	Every quarter
	Develop detailed baseline of energy consumption within our facilities	2012
	Develop detailed baseline of waste production within our facilities	2012
	Store, handle and transport all hazardous substances and dangerous goods in accordance with best practice	2012
	Effective storm water management through site drain mapping	2011
	Empower associates to manage environmental impacts as an integral part of their roles	Ongoing
	Annual internal and external reporting on environmental performance progress	2011
	Actively promote and market products and services which foster and facilitate sustainability	Ongoing
	Increase virtualisation to 100 per cent	2012
	Increase electronic-based correspondence including digital forms, e-billing, e-invoicing, e-payables, internet-based invoices and quotes	2012
Diversity	Report gender diversity figures quarterly by Executive Leadership Team, Senior Leadership Team, their direct reports and total; and focus on targets	Ongoing
	Promote gender diversity in recruitment process and remuneration initiatives	2011
	Continue to run ‘Business Woman of the Year’ program	Ongoing
	Continue to celebrate International Women’s Day with associates	Ongoing
	Establish a Reconciliation Action Plan Steering Committee that meets quarterly	2011
	Conduct a diversity survey	2011
	Continue supplier diversity program (with the launch of office products range in 2011 Business Solutions Catalogue)	Ongoing
	Launch preliminary cultural awareness training for associates	2011
	Celebrate key events in the Indigenous calendar	Ongoing
	Develop and implement an Indigenous Employment Strategy to encourage the recruitment and retention of Aboriginal and Torres Strait Islander employees	2011
	Report on Reconciliation Action Plan and communicate internally and externally	2011
How we operate	Extend our Leadership Development Program to an additional 30 leaders in our business	2011
	Reduce our Lost Time Incident Frequency Rate to 6.1	2011
	Continue to invest in our people through our learning and development programs	Ongoing

Banarra has checked our reporting and has confirmed it to be Application Level A. View Banarra's assurance statement. View the GRI A Application Level statement.

Standard Disclosures Part I: Profile Disclosures

1. Strategy and Analysis

Profile Disclosure	Description	Location/Direct answer	Level of Disclosure
1.1	Statement from the most senior decision-maker of the organization.	Message from the CEO	Full
1.2	Description of key impacts, risks, and opportunities.	Message from the CEO Materiality Analysis Ensuring Sound Governance 2011 Targets (Refer to Targets in Performance section.) Performance against 2010 Targets (Refer to Targets in Performance section.) Annual Report (pages 3, 4, 8-12) Carbon Disclosure Project 2010	Full

2. Organizational Profile

Profile Disclosure	Description	Location/Direct answer	Level of Disclosure
2.1	Name of the organization.	Corporate Express Australia Pty Limited.	Full
2.2	Primary brands, products, and/or services.	We source products from manufacturers and sell them to our customers. About our company	Full
2.3	Operational structure of the organization, including main divisions, operating companies, subsidiaries, and joint ventures.	About our company	Full
2.4	Location of organization's headquarters.	Mascot, New South Wales.	Full
2.5	Number of countries where the organization operates, and names of countries with either major operations or that are specifically relevant to the sustainability issues covered in the report.	About our company	Full
2.6	Nature of ownership and legal form.	How we Operate	Full
2.7	Markets served (including geographic breakdown, sectors served, and types of customers/beneficiaries).	Australia and New Zealand. How we Operate	Full
2.8	Scale of the reporting organization.	Capitalisation information is disclosed in Staples Annual Report as part of Staples International. About our company Annual Report (pages 2, 99) Workforce diversity	Full
2.9	Significant changes during the reporting period regarding size, structure, or ownership.	We reduced the number of our sites from 51 to 46 due to optimising our distribution centre. How we Operate	Full
2.10	Awards received in the reporting period.	Recognition/Awards	Full

3. Report Parameters

Profile Disclosure	Description	Location/Direct answer	Level of Disclosure
3.1	Reporting period (e.g., fiscal/calendar year) for information provided.	1 February 2010 - 28 January 2011.	Full
3.2	Date of most recent previous report (if any).	August 2010.	Full
3.3	Reporting cycle (annual, biennial, etc.)	Annual	Full
3.4	Contact point for questions regarding the report or its contents.	Take Action	Full
3.5	Process for defining report content.	Materiality Analysis	Full
3.6	Boundary of the report (e.g., countries, divisions, subsidiaries, leased facilities, joint ventures, suppliers). See GRI Boundary Protocol for further guidance.	About our company	Full
3.7	State any specific limitations on the scope or boundary of the report (see completeness principle for explanation of scope).	Nil.	Full
3.8	Basis for reporting on joint ventures, subsidiaries, leased facilities, outsourced operations, and other entities that can significantly affect comparability from period to period and/or between organizations.	Corporate Express Australia Pty Limited does not have any joint ventures. About our company	Full
3.9	Data measurement techniques and the bases of calculations, including assumptions and techniques underlying estimations applied to the compilation of the Indicators and other information in the report. Explain any decisions not to apply, or to substantially diverge from, the GRI Indicator Protocols.	Our general approach to data measurement standards follows international, Australian or GRI protocol. Any diversions from these standards are footnoted. Greenhouse Gas Emissions OHS Statistics Workplace Diversity	Full
3.10	Explanation of the effect of any re-statements of information provided in earlier reports, and the reasons for such re-statement (e.g.,mergers/acquisitions, change of base years/periods, nature of business, measurement methods).	There have been no restatements made.	Full
3.11	Significant changes from previous reporting periods in the scope, boundary, or measurement methods applied in the report.	About our company About this site	Full
3.12	Table identifying the location of the Standard Disclosures in the report.	GRI Index	Full
3.13	Policy and current practice with regard to seeking external assurance for the report.	About this site	Full

4. Governance, Commitments, and Engagement

Profile Disclosure	Description	Location/Direct answer	Level of Disclosure
4.1	Governance structure of the organization, including committees under the highest governance body responsible for specific tasks, such as setting strategy or organizational oversight.	The Staples Board of Directors has overall responsibility for ESG issues. Ensuring Sound Governance Staples Corporate Governance website Corporate Governance/Executive Officers	Full
4.2	Indicate whether the Chair of the highest governance body is also an executive officer.	Ensuring Sound Governance	Full
4.3	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.	Ensuring Sound Governance	Full
4.4	Mechanisms for shareholders and employees to provide recommendations or direction to the highest governance body.	We have functional email lists (i.e. HR, merchandising, inventory, EMS) for employees to email questions, concerns, recommendations and feedback to the functions. There are no formal mechanisms for employees to make recommendations to the ELT and therefore we have not identified topics related to economic, environmental and social performance raised through these mechanisms. Annual Report (page 9) Contact Investor Relations	Full
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).	Incentive plans are based on the achievement of performance goals on one or more of the following business criteria: sales, earnings per share, return on net assets, return on equity, adjusted operating profit, free cash flow, total shareholder return, net income and customer service levels. Apart from customer service levels, there are no specific references to other social or environmental goals.	Full
4.6	Processes in place for the highest governance body to ensure conflicts of interest are avoided.	Directors' Corporate Governance Guidelines	Full
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.	Directors' Corporate Governance Guidelines	Full
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.	Ethics Downloadable Policies Staples Soul TeamCARE	Full
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.	The Executive Leadership Team meets weekly and is presented with information on the company's sustainability performance at these meetings. There are no specific procedures in place for social and environmental performance. Staples Corporate Governance Web page Executive Leadership Team	Full
4.10	Processes for evaluating the highest governance body's own performance, particularly with respect to economic, environmental, and social performance.	The Board of Staples does not have ESG performance measures. Directors' Corporate Governance Guidelines	Full
4.11	Explanation of whether and how the precautionary approach or principle is addressed by the organization.	Corporate Express doesn't formally take into account the precautionary principle. In terms of climate change, while Corporate Express is not involved in a highly carbon intensive business or industry, we depend on fossil fuels and fossil fuel-based electricity to run our business so we are acting on mitigating the regulatory and other risks that climate change could affect our business. Greenhouse Gas Emissions Carbon Disclosure Project	Full
4.12	Externally developed economic, environmental, and social charters, principles, or other initiatives to which the organization subscribes or endorses.	We participated for the second time in the Carbon Disclosure Project in May 2010. We are also a signatory to the Australian Packaging Covenant (formerly the National Packaging Covenant).	Full
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.	We are members of AIMSC, Australian Packaging Covenant and ECO-BUY. In New Zealand we are members of the Sustainable Business Network and the New Zealand Green Building Council.	Full
4.14	List of stakeholder groups engaged by the organization.	Stakeholder Engagement	Full
4.15	Basis for identification and selection of stakeholders with whom to engage.	Stakeholder Engagement	Full
4.16	Approaches to stakeholder engagement, including frequency of engagement by type and by stakeholder group.	Stakeholder Engagement	Full
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.	Stakeholder Engagement	Full

Standard Disclosures Part II: Disclosures on Management Approach (DMAs)

DMA EC

Description	Location/Direct answer	Level of Disclosure
Economic performance	About our company Annual Report (pages 2-4)	Full
Market presence	About our company Annual Report (pages 2-4)	Full

DMA EN

Description	Location/Direct answer	Level of Disclosure
Materials	Sustainable Products	Full
Energy	Greenhouse gas emissions	Full
Water	We do not discuss our management approach to water as all of our sites are in leased buildings where the cost of water is rolled up into the lease. We will be working with our landlords in the future to understand our consumption rates and plan on reporting on this in 2013.	Not reported.
Emissions, effluents and waste	Environment Waste	Full
Products and services	Sustainable products	Full
Compliance	Environment	Full
Transport	Sustainable Transport	Full
Overall	Environment	Full

DMA LA

Description	Location/Direct answer	Level of Disclosure
Employment	Associate Engagement	Full
Labor/management relations	Labour Relations Practices	Full
Occupational health and safety	Health and Safety	Full
Training and education	Associate Engagement	Full
Diversity and equal opportunity	Workplace Diversity	Full

DMA HR

Description	Location/Direct answer	Level of Disclosure
Investment and procurement practices	Ethical Sourcing	Full
Non-discrimination	Workplace Diversity	Full
Freedom of association and collective bargaining	Labour Relations Practices	Full
Child labour	As we comply with Australian law there are no operations identified as having significant risk for incidents of child labour. We do not have a formal process for identifying these risks. We have an Ethical Sourcing Policy that outlines our approach to human rights considerations. Our risk management process identifies risks related to poor labour practices, industrial relationships and workplace turnover. In our own operations, child labour, forced labour and risk to freedom of association is not a significant risk for our operations in Australia and New Zealand and is not reported on as it is not considered to be material to our operations as we comply with Australia and New Zealand laws. Ethical Sourcing Policy	Full
Forced and compulsory labour	As we comply with Australian law there are no operations identified in which there is a risk of forced or compulsory labour. We do not have a formal process for identifying these risks. Ethical Sourcing Policy	Full
Security practices	Not reported. Not applicable: Our security personnel are employed by third-party contractors.	N/A
Indigenous rights	Indigenous Support Program	Full

DMA SO

Description	Location/Direct answer	Level of Disclosure
Community	Community	Full
Corruption	Law of the Jungle	Full
Public policy	Our approach is to make public submissions when issues emerge that are relevant to our business. We did not participate in public policy development or lobbying in the reporting period.	Full
Anti-competitive behavior	Ethics	Full
Compliance	Ethics	Full

DMA PR

Description	Location/Direct answer	Level of Disclosure
Customer health and safety	We do not collect information on the lifecycle stages of products in terms of health and safety. We do however have processes in place for dangerous goods, in terms of how they should be stored, transported, used and disposed of. Ethical Disposal Procedure Sustainable Products	Full
Product and service labelling	Sustainable Products	Full
Marketing communications	Sustainable Products Code of Ethics Customer Service	Full
Customer privacy	Not reported. Not available. We do not collect this data. We plan on collecting this data by 2013.	N/A
Compliance	Sustainable Products Code of Ethics Customer Service	Full

Standard Disclosures Part III: Performance Indicators

Economic

Profile Disclosure	Description	Location/Direct answer	Level of Disclosure
EC1	Direct economic value generated and distributed, including revenues, operating costs, employee compensation, donations and other community investments, retained earnings, and payments to capital providers and governments.	Our financial performance information is reported through Staples International in the Staples, Inc. Annual Report. Annual Report (pages 2, 99, 104) Community Contributions	Partial. Australia and New Zealand financial information is not reported as it is commercially sensitive.
EC2	Financial implications and other risks and opportunities for the organization's activities due to climate change.	Our Chief Financial Officer has climate change as one of his responsibilities. We made a submission to the Carbon Disclosure Project in 2010 which outlines how we view risks and opportunities associated with climate change. We have not quantitatively measured these risks. Carbon Disclosure Project	Full
EC3	Coverage of the organization's defined benefit plan obligations.	We do not have any defined benefit plans. Superannuation in Australia is in line with the compulsory nine per cent with staff able to salary sacrifice to contribute additional superannuation should they wish. New Zealand is voluntary after tax deductions on request.	Full
EC4	Significant financial assistance received from government.	No financial assistance received.	Full
EC6	Policy, practices, and proportion of spending on locally-based suppliers at significant locations of operation.	We have a long-standing approach to use local suppliers wherever possible. 98 of our top 100 suppliers are local. We define 'local' as Australia.	Full
EC7	Procedures for local hiring and proportion of senior management hired from the local community at significant locations of operation.	We premise our recruitment on hiring the best person for the job - however we have found that for the majority of roles it is sufficient for us to focus on a local based sourcing strategy. The sourcing strategy is tailored to the requirements of each role. However generally recruitment for the majority of roles would involve a mix of advertising through local recruitment agents, social media sites, specialised local websites and print advertising, and internal hires.	Full
EC8	Development and impact of infrastructure investments and services provided primarily for public benefit through commercial, in-kind, or pro bono engagement.	Not reported. We do not make infrastructure investments and therefore consider this indicator to be not applicable to us.	N/A

Environmental

Profile Disclosure	Description	Location/Direct answer	Level of Disclosure
EN1	Materials used by weight or volume.	Not reported as the data is not available. We reviewed how much packaging we use for our private-label products in 2009. We have not carried out this review this year we are currently transitioning to Staples private label products so will be reporting on this in more detail in 2011/12. We do not currently measure other materials used but have started measuring our internal paper usage (see EN2). In the next year we will report more fully on paper consumption.	N/A
EN2	Percentage of materials used that are recycled input materials.	For our internal paper usage, 38.1 per cent of the paper was made with recycled paper, 1.2 per cent was carbon neutral, and all was from a sustainable source. This is separate from the paper used for our catalogues.	Partial. We do not collect this data but plan on reporting on this in the next 3 years.
EN3	Direct energy consumption by primary energy source.	Greenhouse Gas Emissions	Full
EN4	Indirect energy consumption by primary source.	Greenhouse Gas Emissions	Full
EN5	Energy saved due to conservation and efficiency improvements.	Green IT	Full
EN8	Total water withdrawal by source.	Not reported. While water consumption is an area of environmental impact resulting from our operation, our water consumption is not significant and as such we have focused our efforts on more key areas of impact such as waste management and energy consumption. We will review our position on the collection of water consumption data in 2012.	N/A
EN11	Location and size of land owned, leased, managed in, or adjacent to, protected areas and areas of high biodiversity value outside protected areas.	Not reported as this is not applicable. We do not have operations in or near land which has high biodiversity value.	N/A
EN12	Description of significant impacts of activities, products, and services on biodiversity in protected areas and areas of high biodiversity value outside protected areas.	Not reported as this is not applicable. We do not have impacts on biodiversity in protected areas and areas of high biodiversity value outside protected areas.	N/A
EN16	Total direct and indirect greenhouse gas emissions by weight.	9,649.88 tonnes of CO2 emissions Greenhouse Gas Emissions	Full
EN17	Other relevant indirect greenhouse gas emissions by weight.	9,373.86 tonnes of CO2 emissions Greenhouse Gas Emissions	Full
EN19	Emissions of ozone-depleting substances by weight.	Nil.	Full
EN20	NOx, SOx, and other significant air emissions by type and weight.	Not reported. We do not report air emissions, other than CO2 emissions, because we do not have any other significant air emissions so this disclosure is not deemed material.	N/A
EN21	Total water discharge by quality and destination.	Not reported. We do not report on this issue since the disclosure does not relate to our business because we do not have any water discharges from our operations.	N/A
EN22	Total weight of waste by type and disposal method.	The method of disposal was determined by information provided from our waste disposal contractor. Waste Reduction	Full
EN23	Total number and volume of significant spills.	Nil.	Full
EN26	Initiatives to mitigate environmental impacts of products and services, and extent of impact mitigation.	Sustainable Products	Full
EN27	Percentage of products sold and their packaging materials that are reclaimed by category.	We sold 1,219,800 toners and recycled approx 250,000 or approx 20.5 per cent. Reclaimed data is only available for toners. We are unable to confirm the exact amount of toners collected for recycling as we changed our toner cartridge recycling scheme in the middle of the year. We will be able to report more accurately next year. Recycling Services for Customers	Partial
EN28	Monetary value of significant fines and total number of non-monetary sanctions for non-compliance with environmental laws and regulations.	Nil.	Full
EN29	Significant environmental impacts of transporting products and other goods and materials used for the organization's operations, and transporting members of the workforce.	Sustainable Transport	Full

Labor Practices and Decent Work

Profile Disclosure	Description	Location/Direct answer	Level of Disclosure
LA1	Total workforce by employment type, employment contract, and region.	Workplace Diversity	Full
LA2	Total number and rate of employee turnover by age group, gender, and region.	Workplace Diversity	Full
LA4	Percentage of employees covered by collective bargaining agreements.	14.5 per cent of employees are covered by a collective bargaining agreement.	Full
LA5	Minimum notice period(s) regarding significant operational changes, including whether it is specified in collective agreements.	The minimum notice period for operational changes is four weeks for people managers, two weeks for non-people managers, and two weeks for all Enterprise Bargaining Agreement warehouse staff.	Full
LA6	Percentage of total workforce represented in formal joint management-worker health and safety committees that help monitor and advise on occupational health and safety programs.	One hundred per cent of the workforce is represented by Health and Safety Committees, consisting of elected health and safety representatives and management representatives.	Full
LA7	Rates of injury, occupational diseases, lost days, and absenteeism, and number of work-related fatalities by region.	There were no work-related fatalities. We had 93, 697 hours of absenteeism in the reporting period. Health and Safety	Partial. We do not report on occupational diseases, absenteeism rate or lost days. We plan to collect this information in the next two years.
LA8	Education, training, counseling, prevention, and risk-control programs in place to assist workforce members, their families, or community members regarding serious diseases.	Not reported as this is not applicable. We operate in areas where there is low risk from serious diseases.	N/A
LA9	Health and safety topics covered in formal agreements with trade unions.	Our collective agreements include a health and safety section, which covers aspects including the lifting of heavy objects, manual handling and heat management.	Full
LA10	Average hours of training per year per employee by employee category.	Associate Engagement	Partial. We do not measure training per employee category. We will report on training per job grade by 2015.
LA13	Composition of governance bodies and breakdown of employees per category according to gender, age group, minority group membership, and other indicators of diversity.	Ensuring Sound Governance Associate Diversity Council Workplace Diversity Annual Report (pages 7-11)	Full
LA14	Ratio of basic salary of men to women by employee category.	Not reported. We report statistics on our approach to remuneration to the Equal Opportunity for Women in the Workplace Agency. We do not publicly disclose this data as individuals may be identified.	N/A

Human Rights

Profile Disclosure	Description	Location/Direct answer	Level of Disclosure
HR1	Percentage and total number of significant investment agreements that include human rights clauses or that have undergone human rights screening.	Nil.	Full
HR2	Percentage of significant suppliers and contractors that have undergone screening on human rights and actions taken.	Our Ethical Sourcing Policy includes human rights considerations that suppliers are asked to sign. Due to the transition to Staples program, no suppliers underwent human rights screenings this year and we did not collect data on the numbers of suppliers who have signed our existing policy. In the next two years we will be able to report on the percentage of suppliers that have signed the Staples code. Ethical Sourcing Policy	Partial. Due to the transition to Staples program, no suppliers underwent human rights screenings this year and we did not collect data on the numbers of suppliers who have signed our existing policy. We will report on suppliers who undergo human rights screenings by 2013.
HR4	Total number of incidents of discrimination and actions taken.	We received five complaints in the reporting report and we have reviewed all incidents. We are still investigating one incident as this complaint was received close to the reporting year end. The remaining four have all been resolved and none of these incidents were subject to legal actions.	Full
HR5	Operations identified in which the right to exercise freedom of association and collective bargaining may be at significant risk, and actions taken to support these rights.	As we comply with Australian law there are no operations identified in which employee rights to exercise freedom of association or collective bargaining may be at risk. Industrial relations and unions are part of our risk management program and are assessed. Ethical Sourcing Policy	Full
HR6	Operations identified as having significant risk for incidents of child labor, and measures taken to contribute to the elimination of child labor.	As we comply with Australian law there are no operations identified as having significant risk for incidents of child labour. We do not have a formal process for identifying these risks. Ethical Sourcing Policy	Full
HR7	Operations identified as having significant risk for incidents of forced or compulsory labor, and measures to contribute to the elimination of forced or compulsory labor.	As we comply with Australian law there are no operations identified in which there is a risk of forced or compulsory labour. We do not have a formal process for identifying these risks. Ethical Sourcing Policy	Full

Society

Profile Disclosure	Description	Location/Direct answer	Level of Disclosure
SO1	Nature, scope, and effectiveness of any programs and practices that assess and manage the impacts of operations on communities, including entering, operating, and exiting.	We do not formally assess our impacts on entering, operating in, or exiting local communities. Indigenous Support Program Sustainable Products Community Contributions Community Initiatives	Full
SO2	Percentage and total number of business units analyzed for risks related to corruption.	We do not analyse business units for organisational risks relating to corruption.	Full
SO3	Percentage of employees trained in organization's anti-corruption policies and procedures.	We do not report fully on this indicator at the moment as we do not have the data management systems in place but plan to report on this fully next year. Law of the Jungle	Partial
SO4	Actions taken in response to incidents of corruption.	No incidents of corruption reported.	Full
SO5	Public policy positions and participation in public policy development and lobbying.	Our approach is to make public submissions when issues emerge that are relevant to our business. We did not participate in public policy development or lobbying in the reporting period.	Full
SO8	Monetary value of significant fines and total number of non-monetary sanctions for non-compliance with laws and regulations.	Nil.	Full

Product Responsibility

Profile Disclosure	Description	Location/Direct answer	Level of Disclosure
PR1	Life cycle stages in which health and safety impacts of products and services are assessed for improvement, and percentage of significant products and services categories subject to such procedures.	We do not collect information on the lifecycle stages of products in terms of health and safety. We do however have processes in place for dangerous goods, in terms of how they should be stored, transported, used and disposed of. Ethical Disposal Procedure Sustainable Products	Full
PR3	Type of product and service information required by procedures, and percentage of significant products and services subject to such information requirements.	We follow Australian legislation and government guidelines on product labelling. Our contracts with suppliers state that they must meet product labelling legislation. Sustainable Products	Full
PR6	Programs for adherence to laws, standards, and voluntary codes related to marketing communications, including advertising, promotion, and sponsorship.	Our legal department reviews all merchandising documents (contracts, catalogue pages, advertising and packaging) and Staples legal approves all own brand packaging labels. In the reporting period all 11 of our catalogues were printed on sustainable sourced paper, using printers with ISO14001 and mills with ISO14001, with chlorine free bleaching processes. The catalogues are made from a range of paper, one of which is made from 100 per cent recycled content. Law of the Jungle	Full
PR9	Monetary value of significant fines for non-compliance with laws and regulations concerning the provision and use of products and services.	Nil.	Full