hrQ Workforce Planning Panel, April 23, 2010

1. hrQ Professional Development SeriesWorkforce Planning PanelApril 23, 2010 co-sponsors

2. Guiding the Way to Business SuccessGlobal People StrategySLT Working Session

4. >2,400 locations

5. 60% FT, 40% PT

6. 63% Hourly, 37% Salary

7. <5% in “Home Office”/ Corporate FunctionsEUR – Field / Stores Supply Chain Other CAN – Field / Stores EUR–Staples Advantage Field / Stores Staples Advantage IS Emerging / Australia Lines of Business Customer Service EUR –Catalogue SBD Finance Quill DCs EUR - Printing Services Home Office Home Office Home Office Home Office International US Retail CanadaRetail CorporateFunctions NAD

9. Students

12. To attract and retain top talent, need:

13. Modern and attractive associate promise

14. Sophisticated talent management machine

15. Two way communications, leveraging technology0% 2% 2% Baby Boomers
(1946-1961) 21% Generation X
(1961-1981) 40% 17% 44% Generation Y
(1981-1997) 41% 40% Generation Z
(post-1997) 0% 0% 2020E 2010E Staples’ US Workforce US Labor Force Composition Source: Census; ThinkEquity Partners

17. 11 non-RockResorts hotels including those in Grand Teton Lodge Company, a summer destination resort

18. Approximately 3,800 owned and managed hotel/condominium rooms

19. 6 golf courses in Colorado and Jackson Hole, Wyoming

22. What does WFP look like at Vail Resorts?

25. Talent Acquisition & WFP Structure D S Contract Sourcing Team (Mix: Executive Recruiters, Coordinators, CP Grads and Early Talent)

26. 12# CH2M HILL Workforce Planning Overview hrQ Panel Discussion Dave Sutherland, Director of Workforce Planning david.sutherland@ch2m.com April 23, 2010

27. CH2M HILL Today Approximately 23,500 employees 100 percent owned by its employees Broadly diversified across multiple business sectors US $6 billion+ in revenue Industry-leader in program management, construction, design, and operations Headquartered in Denver, Colorado Operations on all continents (about 10,000 projects globally) – Proprietary and confidential

28. CH2M HILL faces significant workforce challenges to its 5 year strategic business plan High turnover rate Major Change Aggressive global growth plan Challenges Competitive recruiting marketplace Aging workforce (20%+ age 55+) Global shortage of key skills – Proprietary and confidential

29. The journey to effective WFP at CH2M HILL is on-track = 2010 Goal = 2010 Stretch Goal 2010 Focus (Year 2) 2009 Focus (Year 1) – Proprietary and confidential

30. Talent Management Dashboard…over 24,000 hits since April ‘09 launchEnabling our leaders to make informed workforce decisions and monitor performance Cut metrics by several different demographics using newly enhanced filters; most basic workforce questions can now be answered in 1-2 minutes versus hours or days Integrated into Enterprise Dashboard One single global source of truth for human capital metrics Gauges provide overall “health” index for various talent tabs to call attention to areas most in need of attention Links to results commentary & other talent mgmt applications provide Leaders with “one-stop shopping” navigation CH2M HILL – Proprietary and confidential

31. Retain Gauge – An indicator of overall retention performance/health for the talent population selected via demographic filters at the top of this tab. This gauge looks at annualized high performer retention (weighted 50%), the total annualized attrition (weighted 30%) & voluntary annualized attrition (weighted 20%). The gauge currently measures the trending of YTD results versus prior period results. Once targets are set, these gauges will assess actual results over time versus set targets. Ranges for this gauge are currently defined as:Green= Target Met (Variance % is +/- 0% - 10%);Yellow= Target at Risk (Variance % is +/- 10.1% - 25%);Red= Target Missed (Variance % is +/- 25.1%). Users can generate scorecards/reports, access demographic snapshots & review talent metric trends over time Users can drill through to see lists of employees (ensures data integrity & enables action planning) Track YTD results & annualized trends vs. prior year results & WFP targets/assumptions New reporting/scorecard capability allows for creation and automation of frequently requested talent analytics and standard workforce reports – Proprietary and confidential

33. Retention

34. Compensation

35. LearningCh. 2 Job Requirements Demand Scenario 2 Demand Scenario 1 Demand Scenario 3 Ch. 3 – Proprietary and confidential © 2009 OptTek Systems

36. OptForce is different because it… Is the only approach and tool that leverages the power of simulation and optimization (better answers than traditional approaches) Empirically links the impact of “people actions” on business metrics Is based on real data and facts from your organization, rather than just assumptions or benchmarks Allows company to examine multiple scenarios and empirically account for uncertainty in outcomes – know when to take the risk Continuously learns and refines its accuracy based on your data and experience © 2009 OptTek Systems – Proprietary and confidential

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