Filed by OfficeMax Incorporated pursuant to Rule 425 under the Securities Act of 1933 and deemed filed pursuant to Rule 14a 12 under the Securities Exchange Act of 1934 Subject Company: OfficeMax Incorporated Commission File No.: 1-5057 Date: June 20 2013

~6-8 Weeks ~6 Months 9-18 Months

PHASE 1 PHASE 2 PHASE 3

Integration design Integration planning Implementation

Develop bottom-up Day 1 plans Execute Day 1 plans

Define integration guiding

principles Prepare for Day 1 e g Execute synergy capture plans

consolidated financial

Establish detailed integration statements communication ack and verify synergy results

plan links, etc. plement balance of

Set up Integration Management Run IMO unctional integration plans

Office (IMO)

Create bottom-up synergy ecute communication and

Review communication and implementation plans change management plans

change management plans

Execute communication and

change management plans

Integration teams

Steering Committee Merchandising/COGS Supply Chain B2B Ops

Sets the course ODP OMX ODP OMX ODP OMX ODP OMX

Senior decision

makers

Retail Ops Mgmt E-Commerce Brand marketing

Integration leads ODP OMX ODP OMX ODP OMX

Integration teams (Corporate Functions)

Manages the Integration Legal HR IT

process Management Office (IMO) ODP OMX ODP OMX ODP OMX

Identifies issues / ODP OMX

interdependencies Finance/Account Indirect procurement Communication/PR

ODP OMX ODP OMX ODP OMX

Platform teams Sub-teams as needed

Design synergy

capture

Enable the Project mgmt Own planning

implementation Baselines & synergies Responsible for synergies

Communications Develop options & recommendations

Raise issues and offers solutions

Culture and change Support go forward organization planning

Talent mgmt & baseline

Steering committee Integration Management Platform teams Integration teams

(SC) Office (IMO)

Coordinates the integration Provide support across Design and carry out the

Leads the integration process; reports directly to all teams as part of IMO integration planning and

process integration leads structure execution

Articulates integration goals PlansPlans, coordinates,oordinates tracks Provide specialistpecialist supportupport to AnalyzeAnalyze integrationntegration issuesissues

and principles overall integration plan process integration teams

and timelines Create individual sub-teams

Sets boundaries shapes Define policies and to design integration at

vision Establishes team structures, processes related to core operational level

charters and processes integration activities; eg

Validates trade-offs, makes – HR selection, employee Prepare bottom-up targets

compromises enforces Provides guidance and support engagement

objectives and reviews to teams and severance Develop options and

strategic choices Synergy and one time recommendations for SC

Reviews and challenges team cost estimation and

Approvesoves integrationtegration process,ocess output and targetsargets tracking Plan and manageanage

team charters and targets – Communications plan integration implementation

Identifies and resolves

Discussion forum for cross-team dependencies Ensure alignment and Develop plan to transition

tough decisions consistency in implementation to the line

Sets agendas for executive recommendations of other after close

Signs off progress against steering committee’s teams where necessary

plans and targets attention/decisions Work collaboratively as

Define own integration needed with executive

priorities sponsors PM support and

BCG advisor

Exec sponsors Team lead

OMX

Integration teams ODP OMX ODP OMX Support

Merchandising / COGS Bob Moore Ron Lalla Michael Mahler Kelli Guhde Kevin Kaminski

EVP EVP VP VP VP

Supply chain Brent Beabout Larry Hartley Bob Zelis Rob Saper

SVP SVP Director VP

B2B Ops Steve Calkins John Kenning David Trudnowski Mary Dunnam Michelle Borzych

SVP EVP VP SVP Director

Retail Ops Juan Guerrero Michael Lewis Mario Bevilacqua Chris Richardson

SVP EVP Sr. Manager VP

E-commerce Mike Kirschner Jim Barr Casey Cannon Tim Kurth Jim Hulslander

SVP EVP Director VP Sr. Director

Brand marketing Bob Moore Kim Feil Diane Nick Tim Wilson Mickie Gordon

EVP CMO VP VP VP

Legal Elisa Garciaarcia Matt Broad Elisa Garciaarcia Matt Broad

EVP EVP EVP EVP

HR Michael Allison Steve Parsons Robyn Tyler Jeff Johnson

EVP EVP VP SVP

IT Todd Hale Jim Barr Andrew Parry Charlie Baugh Tim Terry

EVP EVP VP SVP VP

Finance / accounting Mike Newman Bruce Besanko Vernon Hendricks Deb O’Connor

EVP CFO VP SVP

Indirect procurement Kim Moehler Larry Hartley David Elford Mike Williams

SVP SVP Sr. Director Sr. Director

Communications / PR Neil Austrian Ravi Saligram Brian Levine Julie Treon Karen Denning

CEO CEO VP VP Sr. Director

~88wweekse ~4-6 monthsonths (depending on close) ~9-18 months

Phase 1: Design Phase 2: Planning Phase 3: Implementation

IntegrationIntegration leadead

5/14 on-boarding 7/1

Phase 1 Projected Phase 1

Start Date End Date

1A Team Charter 2A Bottom-up synergies 3A Integration activity

1B Day 1 Priorities targets 3B Synergy realization

1C High Level Activity Plan 2B Detailed Day 1planning 3C Transition to Newco

1D Functional Differences 2C Organization planning daily operations

2D Detailed synergy

Phase 1 Focus capture planning

for Integration Teams 2E Target operating model

OfficeMax Office Depot

CEO Ravi Saligram Neil Austrian

Steering CFO Bruce Besanko Mike Newman

Committee HR Steve Parsons Michael Allison

GC Matt Broad Elisa Garcia

IMO leads Paul Hoelscher Vince Pierce

Proj mgmt Steve MacCarthy Nathan Warner

Synergies Julia Prokofieva Sharon McGregor

Platform Terri Mayes, Kevinevin

Talent Robyn Tyler

teams Pope

Comms Angela Gorman Don Mears

Ronda Aimi Kevin

Culture Don Mears

Pope

Project management Baseline and synergies Talent Management and

baseline

e

g g Master Integration Timeline Synergy guidelines Headcount synergy baseline

r

e nni SteerCo Decision calendar Financial baseline Up-front org structure and resource

n Team Submission calendar Top-down synergy estimates differences

y n

s la Clean team protocol Allocated synergies Associate engagement plan

n pl Day 1 inventory One time costs differences

d Integration team composition/leads Sequenced view of synergy impact Go-forward associate engagement

s n plan

a Team charters and timelines by quarter

c Reporting templates / tools (e.g. Financial tracking principles Org design process

F dashboard) Talent management team and org

Phase Two kick off materials design charters

Steerco materials

s

ie g Communications Culture & change

g nnin

n n Stakeholder analysis Belief audit / stakeholder interview

y lapl Communication objectives findings

le Communications protocol Pulse checks

b n d Communications plan (multi-channel Initial cultural action plan

n a multi-stakeholder) On-boarding process for integration

E Communications tracking / KPIs teams

NO OFFER OR SOLICITATION

This communication is not intended to and does not constitute an offer to sell or the solicitation of an offer to subscribe for or buy or an invitation to purchase or subscribe for any securities or the solicitation of any vote or approval in any jurisdiction in connection with the proposed merger of OfficeMax Incorporated (“OfficeMax”) with Office Depot, Inc. (“Office Depot”) or otherwise, nor shall there be any sale, issuance or transfer of securities in any jurisdiction in contravention of applicable law No offer of securities shall be made except by means of a prospectus meeting the requirements of Section 10 of the Securities Act of 1933 as amended

IMPORTANT INFORMATION HAS BEEN AND WILL BE FILED WITH THE SEC

Office Depot has filed with the SEC a registration statement on Form S 4 that includes a definitive Joint Proxy Statement of OfficeMax and Office Depot that also constitutes a definitive prospectus of Office Depot The registration statement was declared effective by the SEC on June 7 2013 OfficeMax and Office Depot mailed the definitive Joint Proxy Statement/Prospectus to their respective shareholders in connection with the transaction on or about June 10, 2013 INVESTORS AND SHAREHOLDERS ARE URGED TO READ THE JOINT PROXY STATEMENT/PROSPECTUS AND OTHER RELEVANT DOCUMENTS FILED OR TO BE FILED WITH THE SEC CAREFULLY BECAUSE THEY CONTAIN OR WILL CONTAIN IMPORTANT INFORMATION ABOUT OFFICEMAX, OFFICE DEPOT, THE TRANSACTION AND RELATED MATTERS. Investors and shareholders are able to obtain free copies of the definitive Joint Proxy Statement/Prospectus and other documents filed with the SEC by OfficeMax and Office Depot through the website maintained by the SEC at www sec gov In addition investors and shareholders are able to obtain free copies of the definitive Joint Proxy Statement/Prospectus and other documents filed by OfficeMax with the SEC by contacting OfficeMax Investor Relations at 263 Shuman Blvd Naperville Illinois 60563 or by calling 630-864-6800, and are able to obtain free copies of the definitive Joint Proxy Statement/Prospectus and other documents filed by Office Depot with the SEC by contacting Office Depot Investor Relations at 6600 North Military Trail Boca Raton Florida 33496 or by calling 561 438 7878

PARTICIPANTS IN THE SOLICITATION

OfficeMax and Office Depot and their respective directors and executive officers may be deemed to be participants in the solicitation of proxies from the respective shareholders of OfficeMax and Office Depot in respect of the transaction described the definitive Joint Proxy Statement/Prospectus Information regarding the persons who may under the rules of the SEC be deemed participants in the solicitation of the respective shareholders of OfficeMax and Office Depot in connection with the proposed transaction, including a description of their direct or indirect interests, by security holdings or otherwise, is set forth in the definitive Joint Proxy Statement/Prospectus Information regarding OfficeMax’s directors and executive officers is contained in OfficeMax’s Annual Report on Form 10-K for the year ended December 29 2012 and its Proxy Statement on Schedule 14A dated March 19 2013 which are filed with the SEC. Information regarding Office Depot’s directors and executive officers is contained in Office Depot’s Annual Report on Form 10-K for the year ended December 29, 2012 and Amendment No. 1 on Form 10-K/A, which are filed with the SEC.

FORWARD-LOOKING STATEMENTS

Certain statements made in this document and other written or oral statements made by or on behalf of OfficeMax and Office Depot constitute “forward-looking statements” within the meaning of the federal securities laws, including statements regarding both companies’ future performance, as well as management’s expectations, beliefs, intentions, plans, estimates or projections relating to the future. OfficeMax and Office Depot cannot guarantee that the macroeconomy will perform within the assumptions underlying their respective projected outlook; that their respective initiatives will be successfully executed and produce the results underlying their respective expectations due to the uncertainties inherent in new initiatives including customer acceptance, unexpected expenses or challenges, or slower-than-expected results from initiatives; or that their respective actual results will be consistent with the forward-looking statements and you should not place undue reliance on them. In addition, forward-looking statements could be affected by the following additional factors among others related to the business combination: the occurrence of any event change or other circumstances that could give rise to the termination of the merger agreement or the failure to satisfy closing conditions; the ability to obtain regulatory approvals or third-party approvals for the transaction and the timing and conditions for such approvals; the ability to obtain approval of the merger by the stockholders of OfficeMax and Office Depot; the risk that the synergies from the transaction may not be realized may take longer to realize than expected or may cost more to achieve than expected; disruption from the transaction making it more difficult to maintain relationships with customers employees or suppliers; the ability to successfully integrate the businesses; unexpected costs or unexpected liabilities that may arise from the transaction, whether or not consummated; the inability to retain key personnel; future regulatory or legislative actions that could adversely affect OfficeMax and Office Depot; and business plans of the customers and suppliers of OfficeMax and Office Depot The forward-looking statements made herein are based on current expectations and speak only as of the date they are made. OfficeMax and Office Depot undertake no obligation to publicly update or revise any forward-looking statement, whether as a result of future events, new information or otherwise. Important factors regarding OfficeMax and Office Depot that may cause results to differ from expectations are included in the companies’ respective Annual Reports on Form 10 K for the year ended December 29 2012 under 1A “Risk Factors” and in the companies’ other filings with the SEC