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2013 Global Responsibility Report
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2 Message from Mike Duke
Contents 6 How Walmart made a difference in 2012
18 Progress at-a-glance
Social responsibility Local responsibility

22 Ethical sourcing 96 Our company
40 Global audit results 98 Africa
42 Global women’s 1
02 Argentina
economic empowerment 1
06 Brazil
44 Hunger relief 110 Canada
46 Healthier food 1
14 Central America
48 Giving 1
18 Chile
49 Disaster relief 1
22 China
1
26 India
Environmental responsibility 1
30 Japan
52 Sustainability 360 1
34 Mexico
53 Sustainable Value Networks 1
38 United Kingdom
54 Renewable energy 1
42 U.S. – Walmart
56 Greenhouse gas (GHG) 1
48 U.S. – Sam’s Club
58 Energy efficiency and buildings
59 Energy: Fleet Our progress
60 Waste 152 2012 commitments and progress
62 Sustainability Index 162 Global Reporting Initiatiave index
64 Sustainable agriculture
68 Supply chain GHG
Company responsibility
72 Stakeholder engagement
74 Governance
75 Public policy
76 Ethics and integrity
78 Compliance
82 Safety
84 Diversity
87 Talent development
89 Recruiting
90 Benefits and compensation
92 Associate engagement
93 My Sustainability Plan
About this report

The scope and boundaries of the 2013 Walmart Global Responsibility Report encompass Company responsibility | 70
our corporate social, environmental and company responsibility efforts, while also providing
snapshots into each of our individual markets around the globe. The report reviews our
progress and performance during fiscal year 2013, reflects areas where we’ve achieved
tremendous positive results and specifies areas of opportunity we must continue to focus
on. The reporting timeline covers the period of Feb. 1, 2012 – Jan. 31, 2013 and builds on our
last report, issued April 2012. Unless otherwise noted, all currency is in U.S. dollars.
Walmart 2013 Global Responsibility Report
Social responsibility | 20
Local responsibility | 94
Environmental responsibility | 50
2 | Walmart 2013 Global Responsibility Report
2 Executive summary | 20 Social responsibility | 50 Environmental responsibility | 70 Company responsibility | 94 Local responsibility
Message from Mike Duke
Michael T. Duke, President and Chief Executive Officer
Together, we are doing big things. I am proud to share our

2013 Global Responsibility Report with you because of what
we accomplished together this year – and I’m even more
Walmart has a excited to share where we are going.
responsibility
to lead We were reminded again this year that Walmart has a
responsibility to lead. We serve the emerging middle class
around the world. Our customers are concerned with kitchen
table issues, like whether they can afford to put healthier
food on the table … whether they can save a little money for
a rainy day … whether their kids can get a good education.
Walmart 2013 Global Responsibility Report | 3
Our responsibility starts with these customers. They are fighting hard for their families,
and we’re fighting for them. The major challenges facing society today are too big and
too complex for any one country or sector to solve alone. Walmart must do our part to
give our customers better options and better lives.
And by working collaboratively with our many fantastic partners around the globe, Gave more than
we had a productive year. Here are a few of my favorite examples:
• Renewable energy now provides 21 percent of Walmart’s electricity globally, and we

$1 billion
became the largest on-site green power generator in the United States; in cash and
• Walmart and the Walmart Foundation are increasing training, market access and career in-kind donations
opportunities for nearly 1 million women worldwide;
• Walmart and the Walmart Foundation gave more than $1 billion to support
organizations that impact local communities around the world;
• Walmart and the Walmart Foundation became the first partner of Feeding America to
Increasing
donate 1 billion meals (since 2005);
opportunities
• We have saved our customers $2.3 billion on fresh fruits and vegetables since 2011; and
for nearly
1 million
• Walmart committed to hire any honorably discharged U.S. veteran in his or her first year
off active duty.
You’ll find more detail on these and all of our initiatives in this report. women
worldwide
Where we are going Index has allowed us to put sustainability
We are proud of what we have accomplished, right at the heart of what we do as a retailer
but we know that becoming a more – buying and selling merchandise. The Index
will cover 400 product categories next year Globally
21%
sustainable and more responsible business
is a journey. And that journey continues. and will influence the design of our private-
We have learned that there’s not always a brand products. We’ve gone from our broad
straight path to making big changes and that commitment to sell more sustainable products
to putting concrete tools into the hands of
our first idea might not always be the best of Walmart’s
our merchants.
idea. We continue to adjust and improve, electricity comes
while remaining focused on achieving the
In many ways, we have passed a critical from renewable
results we are looking for.
threshold. Because we have taken a systemic sources
approach to scaling the Index, every person
This year, we saw even more
in our U.S. merchandising organization now
clearly where we are heading.
has our responsibility initiatives as part of
Going forward, you can expect even deeper
her or his annual objectives. That is only
integration of our responsibility initiatives
possible because they now have the tools
into our business. This year, the Sustainability
they need to succeed.
As we move ahead, you can also expect us universities, businesses and NGOs that are
to focus more on the areas with the biggest partnering with us on all of these efforts.
potential to make the biggest difference. An Building these relationships will allow us to
example is our pledge to significantly increase make our efforts sustainable and scalable,
the amount we source from women-owned and hopefully to set a good example for
businesses – including $20 billion of others as well.
products and services for the U.S. alone. This
is both where Walmart can have the biggest In these relationships and in this report,
impact – through our purchase orders – and Walmart is committed to being open,
where we can have a huge impact on society. transparent and sincere – when we get
Women hire other women, mentor other things right and also when we get things
More than women and create better communities wrong. We recognize that some might still
300,000
around them, while keeping Walmart more have concerns about our company, and we
connected to our customers. try our best to address those concerns in
these pages. I want to spend a moment on
associates have We will also continue to strengthen our three issues that may be on your mind.
worked for leadership on an industry-wide level. After
10+
all, what Walmart can do alone is significant, The first is around our associates. We are
but what we can do together is even better. proud of the jobs and opportunities we offer.
For example, our pledge to reduce salt, Our U.S. turnover rate is lower than the
years sugars and fats in the food we sell is driving industry average; our job satisfaction scores
changes at our suppliers and across the are higher than the industry average, and
food industry. In October, a grant from the more than 300,000 associates have worked
Walmart Foundation was given to help with us for more than 10 years. That’s in part
open an office of The Sustainability because at Walmart, you can climb the
Consortium in China that will work at scale ladder from a stocker or a cashier to a
on the sustainability of products made department manager, a store manager and
in Asia – which, by the way, will help beyond. Especially in today’s economy, that
our competitors too. We’re also making is a rare and important opportunity.
important commitments around renewable
energy that will have ripple effects across The second is the terrible tragedy in a
the green power industry. Bangladesh garment factory last fall. Like
you, we were saddened and disturbed by
Continued transparency the senseless loss of life, and we renewed
We are grateful to the hundreds, even our dedication to being part of the solution.
thousands, of community groups, nonprofits, Over the past few years, we have taken
strong steps to ensure a more responsible I hope you’ll see one of Walmart’s core
supply chain – through training, ongoing convictions come to life in these pages –
audits, and high standards for suppliers. that what’s good for society and good for
And we have instituted a zero-tolerance business can be one and the same. More
policy: we will terminate our relationship and more, we’re finding ways to make
with any supplier engaged in unauthorized them mutually reinforcing.
subcontracting. This is a tough but critical
challenge – for us and others – and we Whether it’s offering customers more
recognize that the immense complexity relevant products from women-owned
of the supply chain requires us to partner businesses, or supporting more domestic
with peers and stakeholders to find manufacturing, or making the foods we sell
sustainable solutions. healthier, or cutting our costs by running We are
our truck fleet more efficiently, we believe building a
The final area is compliance with the Foreign that our work on these issues makes us a
Corrupt Practices Act. We are committed stronger business.
world-class
to having a strong and effective global compliance
anticorruption program everywhere we It drives our bottom line even more than program
operate and to taking appropriate action for we had expected, but not only that – it brings
us closer to our customers. It helps us form
to produce
any instance of noncompliance at any level of
the company. We are taking a number of strong partnerships with governments and a more
specific, concrete actions with respect to our communities in the countries where we responsible
processes, procedures and people to build a work. And it reinforces our Walmart culture. supply chain.
world-class compliance program in each of Our associates take pride in knowing they
our markets. We are communicating regularly are helping make a difference in the world.
and clearly that it is our firm expectation
that every Walmart associate will act with I thank you for your time and interest in
integrity at all times. learning about Walmart’s work over the
past year and look forward to hearing your
A stronger business thoughts on how we can do even better.
Leading on big issues is not easy. But the
rewards are greater than we thought Sincerely,
possible when we set out on this journey.
We do have a responsibility to lead, and
we’ve found that our responsibility is also
Mike Duke
our opportunity.
President and Chief Executive Officer
Wal-Mart Stores, Inc.
How Walmart made a difference in 2012

This is a detailed examination of our commitments, progress and challenges in the areas of social, environmental and company
responsibility. We’re committed to transparency and invite you to spend time with our report. But our customers constantly tell
us that they’re pressed for time. So, with that in mind, this is a sampling of the top ways Walmart made a difference in 2012.
2 4
Sustainability U.S.
Index manufacturing
We committed to We’re committed to
scaling the Index sourcing an additional
and helped to launch $50 billion in products
The Sustainability in the U.S. over the
Consortium in China. next 10 years.
1 3 5
Giving Women’s
economic
Walmart and the
Walmart Foundation
empowerment Renewable
surpassed $1 billion Walmart and the
energy
in giving worldwide. Walmart Foundation We’ve become the
are increasing
largest on-site green
training and
opportunities for power generator in
nearly 1 million the U.S., according
women around to the EPA Green
the globe. Power Partnership.
Hunger relief
Walmart and the
Walmart Foundation
became the first
7 Jobs and
opportunity
About 77 percent of
our store management
partner of Feeding Veterans teams in Walmart
America to donate U.S. started as
1 billion meals to We project hiring hourly associates.
fight hunger and more than 100,000
feed families. U.S. veterans over
the next five years.
6 9 10
8 Healthier food
We’ve saved
Diversity customers more
Nearly 28 percent than $2.3 billion
of our corporate on fresh fruits
officers are women, and vegetables
compared with the since 2011.
Fortune 500 average
of 14.3 percent.
1 Giving
Surpassed $1 billion
in giving
Save Money. Live Better. We live by these words. But the work we do to help
people live better goes beyond our store walls. Supporting organizations
that positively impact local communities around the globe is something
we consider part of our mission. We’re proud that in FY2013, Walmart and
the Walmart Foundation gave more than $1 billion to make a difference
in the big issues that matter to us all.
Some examples of our giving in FY2013 include:
Total in-kind giving • Awarded more than 85,000 grants to support the work of
organizations in local communities around the world.
more than
• More than 73,000 low-income women in India, Bangladesh,
$775 million Central America and the U.S. received job skills training.
• Walmart, Sam’s Club and Logistics associates volunteered
more than 2.2 million hours, generating $18 million for
U.S. in-kind
local U.S. nonprofits.
more than
• $3.8 million in cash and in-kind support to those impacted
$731 million by disasters across the U.S.
International in-kind
more than
$
$44 million
Total cash giving

more than
$311
U.S. cash
more than
$273 million
million
International
cash nearly
$38
million
2
Sustainability Index
Committed to scaling the Index
and launched TSC China
We committed to scaling our rollout of the Sustainability In a signature step to strengthen our commitment to a
Index – a tool to measure and drive the sustainability of sustainable global supply chain, the Walmart Foundation
products – and helped to launch The Sustainability Consortium also provided a $2 million grant to support the launch of
(TSC) in China. At an event in Beijing on Oct. 25, 2012, we TSC in China. Through this gift, we hope that:
announced a series of new commitments to make our
supply chain more sustainable, including: • Chinese researchers and local experts will engage
together in the development of TSC’s measurement and
• By the end of 2017, we’ll buy 70 percent of the goods we sell reporting systems.
in Walmart U.S. and Sam’s Club U.S. units only from suppliers • TSC will, through direct training and partnerships, build
who use the Index to evaluate and share the sustainability of capacity for using TSC’s tools to improve sustainability.
their products.
• Chinese retailers and suppliers will engage in TSC’s
• Beginning in 2013, we’ll use the Index to influence the global network of sustainability leaders to learn and
design of our U.S. private-brand products. share best practices.
• Beginning in 2013, key Global Sourcing leaders will join
our product buyers in Walmart U.S. and Sam’s Club who
already have specific sustainability objectives tied to their
annual evaluations.
3
Increasing training and
opportunities for nearly
Women’s economic
1 million women
empowerment
Since launching our Global Women’s Economic make women’s empowerment central to the manufacturing
Empowerment Initiative in 2011, we’ve worked to leverage industry. As such, other retailers, brands and suppliers are
our size and scale to improve women’s lives and opportunities. welcome to replicate the program developed by NGO
For Walmart, empowering women isn’t just the right thing partners, Walmart and the Walmart Foundation, or to
to do. It’s smart business, helping us better understand utilize the curriculum and tools in their own programs.
and serve our customers, find the best talent and promote
economic growth in the communities we serve. Like our efforts in sustainability, hunger relief and healthier
food, Walmart and the Walmart Foundation are using
One of many success stories has been the launch of our philanthropy and our business model to empower women
training program funded by the Walmart Foundation in by increasing training, market access and career opportunities
factories in India and Bangladesh, with nearly 17,000 women for nearly 1 million women, ensuring access to the economic
trained to date. The training curriculum will be made an opportunity they deserve.
open source for others to use, and we will share what we’ve
learned with stakeholders. Our aim is to strengthen this
For more information, visit
initiative by promoting collaboration among stakeholders
www.corporate.walmart.com/women.
and leveraging one another’s knowledge and expertise to
4 U.S.
Sourcing an additional
$50 billion in products in U.S.
manufacturing
In January 2013, we committed to using our buying power to create more
jobs in the U.S. by supporting more American manufacturing. We’ll source
an additional $50 billion in products in the U.S. over the next 10 years by
increasing our purchases in categories that we already buy here and help
onshore U.S. production in high-potential areas. By taking these steps,
we can help create more jobs and revitalize our communities and the
U.S. economy, while continuing to offer everyday low prices.
5
Renewable
Recognized as largest on-site
green power generator in
the U.S.
energy
In 2012, we were:
• Confirmed as the largest on-site green power generator in the U.S. by the
EPA Green Power Partnership.
• Recognized by the Solar Energy Industries Association (SEIA) as having
the most installed on-site solar capacity in the U.S.
• Received the Renewable Energy Leader of the Decade award from the
American Council on Renewable Energy (ACORE).
From the installation of our first rooftop solar systems in California in 2007
and expansion into Hawaii, Arizona, Puerto Rico and Colorado, to our first
solar shaded parking structures at a distribution center in Casa Grande, Ariz.,
our commitment to renewable energy has been visible from the beginning.
The past year marked a big one on our solar journey, as we installed solar
projects in several new markets, including Massachusetts, Maryland, Ohio
and Oregon. In June 2012, we completed our 100th solar installation in the
state of California alone. Since 2007, we’ve completed more than 200 solar
projects and hope to continue that trend, contributing significantly toward
our goal of becoming 100 percent supplied by renewable energy.
“On behalf of the 37 million clients of Feeding America and our

national network of food banks, I’d like to thank Walmart and its
associates for helping us fight hunger together in our commu-
nities. The 1 billion meals you’ve donated to our network have
helped bring nutritious food to families across the country.
We’re grateful for your partnership and look forward to working
side-by-side with you and your associates as we continue to
feed those in need.”
—Bob Aiken, president and CEO, Feeding America
6
Hunger
First partner of Feeding America
to donate 1 billion meals
relief In 2012, Walmart and the Walmart Foundation became the first partner
of Feeding America to surpass 1 billion meals donated. This milestone
is the result of seven years working alongside Feeding America to fight
hunger in the U.S. That’s enough to fill 31,250 semitrailers with food,
enough trailers to stretch from Washington, D.C., to Richmond, Va.
According to the most recent data from the U.S. Department of Agriculture,
at some point in 2011, more than 50 million people in the U.S. struggled with
hunger. Of that number, more than 16 million were children. Walmart and
the Walmart Foundation know this is a big issue and, as the world’s largest
grocer, we’re uniquely positioned to help. By collaborating with organizations
such as Feeding America and Share Our Strength, we’re leveraging our size
and scale to provide nutritious food and resources to make a difference.
7
Veterans
Hiring more than
100,000 U.S. veterans
over 5 years
Beginning Memorial Day 2013, we’ve committed to offering a job to any
honorably discharged U.S. veteran within his or her first 12 months off
active duty. Not every returning veteran wants to work in retail, but every
veteran who does will have a place to work. We project hiring more than
100,000 U.S. veterans over the next five years. Most of these jobs will be
in our stores and clubs, and some will be in our distribution centers,
e-commerce and corporate office locations.
“Our hope is that businesses throughout our

country will follow Walmart’s lead and find
even more new ways they can commit to
serving those who serve us.”
—Michelle Obama, first lady
USA
8
Counted nearly 28% of corporate
officers as women, nearly double
the Fortune 500 average
Diversity
Our commitment to diversity is deeply rooted in more than five decades of rich history and
culture. We strive to be a great place to work for all people. By embracing the diversity of our
associates, we maximize our talents and deliver innovative solutions to business challenges.
We continue to make strides in establishing a workforce that’s reflective of our customers.

One such area has been female representation, compared with Fortune 500 companies and
the retail industry in general, as illustrated below:
Women at Walmart: How we compare

Position Fortune 500 Retail Walmart
Board Directors 16.6% 18.3% 23.5%
Executive Officers 14.3% 17.9% 27.5%
Labor Force 46.9% 48.3% 57.2%
(Sources: Fortune 500 – http://www.catalyst.org/knowledge/us-women-business-0;

Retail – http://www.catalyst.org/knowledge/women-us-retail-trade-0; Walmart – data as of 1/31/13.)
9
Saved customers more than
$2.3 billion on fresh fruits
and vegetables since 2011
Healthier food
Walmart U.S. continues to realize significant progress on its efforts to

make food healthier and healthier food more affordable. Over the past
two years, we’ve:
• Saved customers more than $2.3 billion on fresh fruits and vegetables.
• Opened 86 stores in neighborhoods with limited access to
nutritious produce.
Our customers are also finding it’s easier than ever to identify healthier
food options with the rollout of our Great For You icon. Backed by rigorous
nutrition criteria, this front-of-package icon is designed to help customers
quickly find healthier choices. More than 1,300 Walmart Great Value and
Marketside items, as well as fresh and packaged fruits and vegetables,
will feature the Great For You icon in 2013.
10
About 77 percent of our store
operations management teams
in Walmart U.S. started as
Jobs and
opportunity hourly associates
More than three-quarters of our store operations management
teams in Walmart U.S. started as hourly associates, and they earn
$50,000 to $170,000 annually. In 2012, we promoted approximately
180,000 Walmart U.S. and Sam’s Club associates to jobs with more
responsibility and higher pay.
We want every associate to find the career opportunities they want

with Walmart. We’re ensuring that part-time associates have visibility
into full-time job openings in their stores and nearby stores, and
that they have the first opportunity at those jobs. We’re also bringing
more transparency to our scheduling system so that part-time workers
can choose more hours for themselves.
Progress at-a-glance
Environmental responsibility
Energy
Be supplied by 100 percent renewable energy. As of 2012, Walmart-driven renewable energy projects and purchases provided about 4 percent annually
of our buildings’ electricity needs. The grid supplied another 17 percent, for a total of 21 percent
renewable electricity.
Double fleet efficiency in the U.S. by October 2015 Walmart U.S. Logistics has achieved an 80 percent improvement in fleet efficiency over our 2005 baseline.
(2005 Baseline). Improved equipment, technology and increased system capabilities drove a 10 percent increase in 2012.
Reduce greenhouse gases (GHGs) at our existing At the end of 2011 (the most recent year for which we have complete data), we had achieved this goal
store, club and distribution center base around the (20.02 percent reduction) and anticipate further progress from 2012.
world by 20 percent (2005 Baseline).
Waste
Eliminate landfill waste from U.S. stores and Even as our retail sales and square footage continue to increase, Walmart U.S. improved to 80.9 percent
Sam’s Club locations by 2025. reduction in 2012. Sam’s Club U.S. improved to 77.3 percent reduction in 2012.
Reduce our global plastic shopping bag waste We exceeded the target by reducing plastic bag waste across our global operations by 38.1 percent,
by an average of 33 percent per store by 2013 or approximately 10 billion bags.
(2007 Baseline).
Walmart will reduce food waste in emerging While considerable attention is being paid to producing more food to meet growing population demands, one of
market stores and clubs by 15 percent and in our the most immediate and effective ways to alleviate some of the pressure is to waste less of what we already
other markets by 10 percent by the end of 2015 have. One example of our progress in this area is our Asda operations aligning with the U.K. government’s
(2009 Baseline). Courtauld Commitment to eliminate 2,455 tonnes of food waste through better forecasting in our fresh
department and another 1,059 tonnes by reducing back-of-house inventory.
Products
By the end of 2012, we’ll require that 95 percent Since the announcement of this goal in 2008, we’ve increased the percentage of green and yellow direct import
of direct import factories receive one of the two factories by more than 12 percent and surpassed our goal in 2013 by achieving 96 percent.
highest ratings in audits for environmental and
social practices.
In the U.S., Walmart will require all fresh and 97 percent of our farmed fish is BAP certified. The remaining 3 percent are low environmental risk fisheries such
frozen, farmed and wild seafood products sold at as trout, oysters, clams and mussels, where there are no certification standards available.
Walmart and Sam’s Club to become certified as
sustainable by a third party using Marine
Stewardship Council (MSC), Best Aquaculture
Practices (BAP) or equivalent standards.
Walmart will require sustainably sourced palm oil 20 percent of our global palm oil use supports sustainable growing. This includes GreenPalm certificates, Mass
in all of our private-brand products globally by the Balance and Segregated. Six of our international markets purchased GreenPalm certificates to cover all of their
end of 2015. 2012 palm usage.
Social responsibility
Women’s economic empowerment

Empower women on farms and in factories through By the end of 2012, we’d trained approximately 150,000 farmers and farm workers, of which about
training, market access and career opportunities. By 33,000 were women. We funded new projects in India, Nigeria and China during 2012 and will
the end of 2016, in emerging markets, train 500,000 continue to identify and support additional projects.
women in the agriculture value chain.
Scale our successful retail training programs to help In April 2012, we announced an innovative partnership with the Inter-American Development Bank (IDB) and major
200,000 women internationally. multinationals to train as many as 1 million youth, half of which will be women, for their first job over the next 10 years
in the Western Hemisphere. We’ll contribute our successful retail training curriculum to the initiative and will work with
the IDB to pilot retail training programs for women throughout the Hemisphere. Through funding from the Walmart
Foundation to the International Youth Foundation, the translation of the Brazilian curriculum materials into Spanish,
English and Chinese is complete, and we’ll implement pilot programs in Argentina, Chile and Mexico this spring.
Work with professional service firms and merchandise In the U.S., we’ve developed an online database to track gender and diversity representation for the Walmart account
suppliers with more than $1 billion in sales to among major suppliers. We’re educating suppliers and working through pilot programs to determine the best
increase opportunities for women and minorities approach to achieve our target results. Internationally, we’ve communicated the program with local markets and
on Walmart and Sam’s Club accounts. identified owners for the program. We’ll begin the program with global suppliers.
Healthier food
Save customers at least $1 billion a year on healthier By the end of FY2013, we achieved $1.2 billion in savings, bringing the total savings for customers to
foods, including reduced prices on produce and $2.3 billion over the first two years of the program.
parity pricing on healthier foods and beverages.
Open between 275 and 300 new stores in or near By the end of 2012, we’d opened 86 new Walmart stores in or near food deserts since July 2011. As a result,
food deserts by 2016. Increase access to fresh and more than 264,000 Americans now have better access to healthier food.
healthier foods for Americans.
Improve the nutritional quality of our Great Value Since 2008, industrially produced trans fats were reduced by 50 percent. Less than 10 percent of foods and beverages
brand and national food brands. Reduce sodium by we sold in 2011 contained industrially produced trans fats. Surpassing our goal, sugars have declined by more than
25 percent and added sugars by 10 percent, as well 10 percent since 2008 as a result of reformulated products, new healthier products coming into the marketplace
as remove all industrially produced trans fats and customers making healthier choices. Between 2008 and 2011, we decreased sodium by 13 percent across the
compared to a January 2008 baseline. commercial bread category. This is equivalent to removing more than 1.5 million pounds of salt from the market
baskets of our customers.
Hunger relief
Through 2015, award $250 million in hunger relief Since our commitment, Walmart and the Walmart Foundation have donated more than $180 million in hunger
grants at the local, state and national levels. relief grants.
Mobilize Walmart associates and customers. Last year, through both online and in-store initiatives, we engaged associates and customers in the fight against hunger.
In April, consumers voted to determine the 21 communities across the nation to receive $2 million in grants. In September,
more than 13,000 customers participated in our Golden Spark contest, which awarded over $2.5 million to Feeding
America food banks and numerous hunger-relief agencies nationwide. Associates continue to step up to fight hunger,
volunteering more than 67,000 hours in 2012 alone.
Collaborate with government, food manufacturers, To further our impact on hunger in America, Walmart and the Walmart Foundation are collaborating with suppliers,
other foundations and corporations. government, food manufacturers and others. In 2012, supplier participation in our in-store campaigns more than
doubled, increasing from four to nine. These suppliers donated more than 8 million meals to feed hungry families.
Social responsibility
W
e consider it our responsibility to make a
positive impact in the communities we
serve. Whether it’s through the grants
Walmart and the Walmart Foundation provide to the
thousands of organizations that share our mission
of saving people money so they can live better, the
inspiring volunteer efforts of Walmart associates,
food donations or market-specific skills training
programs, we’re passionate about helping people.
One community at a time.
Ethical Sourcing
Positioned for leadership
Helping people live better has always been core to our mission.
It applies to our customers, associates and the workers who
make the products we sell. Ethical sourcing is such an integral
part of our culture and continuing priority that we’ve operated
an entire department since 1992 to verify that those in our
global supply chain are provided a safe working environment
and treated with dignity and respect. We recognize the
complexity of the supply chain and continue working to
initiate positive change via three broad strategies: auditing,
training/education and collaboration.
“Walmart’s participation in As part of our Ethical Sourcing program, We recognize that our commitment to
various sustainability programs, audits are conducted by third-party firms responsible sourcing requires partnerships
such as the toy industry, to to verify that suppliers and their factories with various stakeholders across the industry.
improve labor conditions, as are complying with our rigorous supplier We’re committed to actively partnering
well as health and safety issues, standards. We engage with suppliers and with industry peers and suppliers, as well
through the ICTI CARE process; their factories to assist them in addressing as nonprofits, NGOs and government
and its role in the GSCP, which any issues detected through the audit and stakeholders to address supply chain
aims to improve working and to guide them in implementing processes challenges and collaborate on solutions.
environmental conditions in the to prevent violations before they happen. As we engage, we listen to feedback from
supply chain, through knowledge- our stakeholders and work to incorporate
sharing, sends a positive message We understand audits alone don’t provide recommendations where possible to make
of engagement.” lasting solutions to the complex issues that our program better. Our goal is to positively
are part of the global supply chain. Through impact global supply chain practices by
–A
mir A. Dossal, chairman, our Supply Chain Capacity Building and other raising our own standards and by sharing
Global Partnerships Forum training programs, we’re dedicated to helping our experience, knowledge and ideas with
our supplier partners build the capacity other retailers, brands and stakeholders.
necessary to not only improve workplace
practices and working conditions, but
ultimately improve factory management’s
ability to move beyond compliance and
toward sustainable change.
Ethical Sourcing’s 10 most impactful programs of the past 10 years
Each year, we learn ways we can make our Ethical Sourcing organization more effective in improving
conditions for workers in our supply chain, and each year we put programs in place to ensure we’re
making measurable progress. Below is a high-level overview of 10 of those programs, implemented
since 2003. It’s important that we position ourselves to lead on the issues that matter most. That way
we’ll continue to fulfill our mission of helping people live better today and for years to come.
1 Supply Chain Capacity Building

This comprehensive supplier and factory training
5 Anti-human trafficking
We partnered with multiple industry-recognized experts
program was developed to help those in our supply and NGOs in an effort to learn more about the
chain understand our standards and become better indications of human trafficking and slavery. We’re
equipped to meet them. Participants have said they actively working on related issues, including the
not only gained a better understanding of how to Sumangali Scheme in India and migrant workforce
comply with social and environmental requirements, challenges in Thailand, Jordan and the U.S.
6
but have also implemented best practices as a result
of the sessions. Stakeholder engagement
2 Worker safety initiatives

Going above and beyond general workplace health
In 2004, we began proactive outreach to build
relationships with industry peers and suppliers, as well as
nonprofit, NGO and government stakeholders, allowing
and safety, we’ve set new industry standards for on-site us to broaden and enhance our efforts to positively
living quarters and dining facilities, and continue to impact the global supply chain.
7
require adherence to much more stringent chemical
and machine safety criteria. In 2013, we built upon our 95 percent green/yellow factories
existing fire safety programs by announcing strengthened Since the announcement of the goal in Beijing in 2008,
fire and electrical safety audit requirements, as well as we’ve increased the percentage of green and yellow
expanded fire safety training in Bangladesh. direct import factories by more than 12 percent and
3 surpassed our goal in 2013 by achieving 96 percent.
8
Women’s empowerment
As part of Walmart’s Global Women’s Economic Global Social Compliance Program (GSCP)
Empowerment Initiative, we launched the Women in We’re one of five founding members of GSCP and the
Factories training program, created in 2011 to educate first retailer to have completed the equivalence process.
60,000 women working in India, Bangladesh, China and This is the first step toward audit sharing with other
Central America. The curriculum is centered on the core retailers and brands, which should lead to significant
competencies necessary to be more successful in the reduction in audit duplication in facilities worldwide.
workplace, at home and in the communities. The training
program is funded by grants from the Walmart Foundation
and is being facilitated by local nonprofit organizations
9 Retail market compliance
Targets are created for each retail market to measure
in partnership with factory management. improvement in the percentage of green- and yellow-
4 Community investment
A grant was given to the Asia Foundation in support
rated facilities. By setting these goals, we’re able to
successfully encourage our global markets to work with
suppliers whose factories demonstrate compliance.
of a scholarship program for migrant workers in China.
Vocational training in Africa and primary education Color-coded factory rating system
in India were funded through our partnership with
HOPEworldwide. Our focus on sourcing communities
10 In 2003, we created a color-coded system to rate
factories based on severity of audit results. By assigning a
began in 2006 and continues today in partnership color rating to factory audits, we’re able to communicate
with CARE, Swasti and World Vision, to name a few. clearly to both internal and external stakeholders
regarding the compliance of our suppliers’ facilities.
Ethical Sourcing continued

Delivering on our commitments to improve
standards for workers around the world
In 2008, we took a landmark step in our sustainability journey by
hosting an unprecedented gathering of more than 1,000 leading
suppliers, Chinese officials and NGOs in Beijing, China. There, we set
aggressive goals intended to drive responsibility and transparency
into our supply chain. We made it clear that we expected firm com-
mitments from our suppliers to meet strict social and environmental
standards, for them to be open to rigorous audits and to publicly
disclose all appropriate information.
Now in our fifth year since factories, and the broadened and accelerated rollout of our
Goal: 95%+ the summit in Beijing,
we’ve accomplished each
capacity-building programs. Walmart is committed to sourcing
ethically and responsibly, and we continue to enhance and refine
Percentage of direct import
factories that received one of of our original goals, and our programs so we can sustain the goal we’ve achieved.
our two highest ratings in continue to leverage our
audits for environmental size and scale to bring
meaningful improvements Retail market compliance
and social practices
We set annual targets in each retail market for facilities that will
Progress: 96% to suppliers’ facilities,
workers and communities receive one of the two highest ratings in audits for social and
Achieved by Jan. 31, 2013 they impact. environmental practices. We created baselines after initial audits
were conducted of facilities within the scope of our Ethical
Sourcing program. Appropriate stretch goals are set for each
Direct import goal achieved global retail market to achieve, based on the previous year’s
In January 2013, we achieved the goal that at least 95 percent performance result. Our Ethical Sourcing and merchant teams
of our direct import factories receive one of our two highest work together to achieve these results.
ratings in audits for social and environmental practices. In fact,
we surpassed our goal by reaching 96 percent, but not without Of our 11 retail markets, 10 attained or exceeded their percentage
facing challenges along the way. goal this year. The international retail markets have collectively
shown an 8 percent improvement in green and yellow ratings.
For example, when a factory doesn’t manage capacity planning The U.S. retail market continues to perform well and demonstrated
effectively, this can lead to increased working hours and even improvement of nearly 3 percent.
unauthorized subcontracting, especially in peak production
periods. Working with our Sourcing and Merchandising partners, Walmart is committed to sourcing ethically and responsibly, and
we seek to influence suppliers or factories with recommended we’re working diligently to sustain the progress we’ve achieved by
improvements. Our training programs – such as the modules in enhancing and refining our programs. Additional disclosure
our Supply Chain Capacity Building program – help educate requirements, accompanied by the implementation of our zero-
suppliers on the reasons for these changes. However, at times, tolerance policy, are expected to cause a significant increase in
we have to make the difficult decision not to proceed with the number of facilities disclosed for our Ethical Sourcing audits.
certain suppliers and factories when they’re unwilling to make This will likely impact the percentage of green and yellow facilities
necessary improvements. we’re tracking because some of the newly disclosed facilities may
undergo their first social and environmental audit as a result. We’ll
Our success is built on coordinated internal efforts, which include utilize our capacity-building training modules to orient facilities
associate education on Ethical Sourcing and Holistic Sourcing and suppliers to our program and to equip them to improve upon
Practices, communication of expectations to suppliers and any noncompliances identified.
Setting expectations
Our Standards for Suppliers are Walmart’s fundamental expectations

of our suppliers and their factories on the treatment of workers and
impact on the environment. They also provide the framework for the
audits that measure how well suppliers are meeting our expectations.
We ask suppliers to familiarize themselves with the Standards for
Suppliers Manual that outlines obligations in meeting the standards
and provides details on the audit process.
Suppliers are required to display the

Standards for Suppliers poster in the local
language(s) in the common areas of their
color rating by the Ethical Sourcing team
based on the type and severity of violations
found. Initial factory audits are announced,
11,568
factories and must adhere to them in order with all subsequent audits being audits conducted on
to continue doing business with Walmart.
The Standards for Suppliers are updated
regularly and include, but aren’t limited to,
unannounced.
In 2012, 11,568 audits on 10,035 factories

10,035
factories in 2012
the following provisions: were conducted to verify that our suppliers
were adhering to our Standards for Suppliers.
• No forced or child labor Of these, 965 were conducted through the
• No discrimination ILO/IFC Better Work Program or the
International Council of Toy Industries CARE
• Wages and benefits must meet
214
Process. We choose to participate in these
country law programs in an effort to reduce audit
• Appropriate hiring and employment duplication and because of program
practices are in place remediation components.
• Labor hours are consistent with the law factories ceased
During 2012, we required our suppliers to production due to
and not excessive
cease production in 214 factories due to
• Freedom of association and collective
serious violations
serious violations. A list of facilities not
bargaining upheld according to law authorized to source merchandise for
in 2012
• Health and safety of workers Walmart will be made available on our
internal Retail Link system and on our
• Environmental compliance
corporate website.
To view our Standards for Suppliers Manual,
go to: corporate.walmart.com/global-
responsibility/ethical-sourcing. Maintaining integrity
We take steps to ensure that all factory
audits are conducted with integrity. Audits
Audit process are conducted by internationally recognized
Facility audits are conducted by accredited and accredited third-party audit firms. These
and internationally recognized auditing firms approved audit firms are required to complete
and are based on our Ethical Sourcing scope. the equivalence process for the auditing
Every 6 to 24 months, a facility undergoes an competence portion of the Global Social
audit, depending on the findings from the Compliance Program.
previous audit. The audit result is assigned a

Additionally, we implemented an industry- were needed to validate compliance with
best practice to conduct a percentage of our standards. The supplier understood the
validation audits that verify the accuracy importance we place on being able to
of third-party audits. These reaudits are verify that workers receive appropriate
conducted by the Walmart Ethical Sourcing wages and benefits. As a result, the
Special Audit Team within 30 days of the last supplier implemented more robust
Developing audit and follow the same protocol. We utilize procedures for recording wage payments
this process to drive consistency in execution and collecting age documentation and
solutions together of our audit processes and protocols. verification. They also utilize signed contracts
“Full Circle Exchange (FCE), in with home workers that confirm our
partnership with Gahaya Links, standards have been communicated to
Whenever issues surface related to integrity,
supplies handcrafted baskets to workers individually.
these matters are reported to our Global
Walmart.com. Gahaya Links is a
Ethics team, which initiates an investigation
women-owned business that
by our Corporate Investigations team. In some countries, woven baskets are
works with cooperatives located
produced in cooperatives where much
throughout Rwanda to weave
Worker helpline of the work is done in community centers
baskets and produce home
In addition to the audit process, violations of or in homes. As part of our efforts to
decor, apparel and accessories.
our Standards for Suppliers can be reported by understand the informal supply chain, we
The business began shortly after
factory workers confidentially and in their local worked closely with one such supplier to
the genocide in Rwanda and has
language. On the Standards for Suppliers identify ways to integrate our Standards for
been instrumental in helping
poster that factories are required to display, Suppliers into their supply chain in a
bring together Hutu and Tutsi
there’s a toll-free telephone number, e-mail culturally sensitive way.
women through the marketplace.
address and website that workers can use to
anonymously report violations and concerns. We’ve also begun engaging with various
“Following an audit of the
All reports are collected by a third party and stakeholders to find ways to harmonize
cooperatives and the factory
directed to our Global Ethics office, where strategy and activities into an industry
where the baskets were produced,
they’re referred for investigation and, if approach. As part of this effort, Walmart
we had the opportunity to meet
necessary, corrective action. is collaborating with the Alliance for Artisan
in-person with the founder
Enterprise, a group formed by the U.S. State
and CEO of Gahaya Links. We
Department and the Aspen Institute, to
brainstormed ways necessary Informal supply chain examine how to embed ethical sourcing
improvements could be imple- We’re beginning to identify ways to validate principles into working with small businesses.
mented while still respecting the that our Standards for Suppliers are met in We look forward to continuing such dialogue
culture of the women involved. informal supply chain settings where people with our suppliers, expert organizations,
It was both an inspiring and may work in small community centers or out NGOs, other retailers and brands to develop
humbling conversation.” of their homes. Recently, we’ve engaged one- solutions that work well across the informal
on-one with specific suppliers to gain a better supply chain.
“All of us agreed that the understanding of these supply chains and the
relationship being built related challenges. Certain products, such as
among FCE, Gahaya Links woven items, require skilled production by
and Walmart could bring hand and are often produced outside of a
meaningful change to the factory setting.
supply chain.”
We worked closely over several months
– Mark Priddy, CEO/co-founder with one supplier, whose supply chain in
Full Circle Exchange China is made up of factories and home-
based production sites, to learn the details
of its manufacturing processes. Through
this exchange, we were able to provide
guidance on management systems that
Education and training initiatives
Supply Chain Capacity Building • Country- and region-specific trends,

We’re committed to working with our laws and best practices
supplier partners and their factories to • Effective corrective action 1,742 factories
help them develop the capability to improve plan development and 497 suppliers
working conditions by investing in education,
training and operational efficiencies. In 2012,
participated in
we created our Supply Chain Capacity Violation Correction Training Factory Audit
Building (SCCB) program, which brought Factories with higher-risk observations are Orientation
together established training modules requested to attend Violation Correction
(Orange School Program, Supplier Training so they can gain a better Training in 2012
Development Program and Supplier Round understanding of the Walmart Ethical
Table) and newly developed modules Sourcing program requirements and
(Factory Audit Orientation and Violation Standards for Suppliers. The training
Correction Training) into a well-rounded addresses common trends related to social
collection of instructional curriculum. and environmental compliance, while 985 factories and
focusing on topics based on relevance to
the attending factory location or industry.
347 suppliers
The SCCB program components vary from
half-day group training sessions to several Factories become equipped through root participated in
months of one-on-one engagement with cause analysis and corrective action plan Violation
suppliers and factories. Topics range from development to remedy potential violations
Correction
Ethical Sourcing orientation to managing and work toward achieving acceptable
issues that are regionally specific to develop- audit ratings. Training in 2012
ing systems that encompass many facilities
within a supplier’s manufacturing base.
Orange School Program
The Orange School Program is an advisory
SCCB is an integral part of our overall
training program aimed at selected factories
strategy to effect continuous and sustain-
able improvement within the facilities that
and suppliers. The program provides one- 181 factories
produce our merchandise.
on-one, hands-on training to resolve high- participated in the
risk social and environmental violations.
Factory management is taught a systematic
Orange School
Factory Audit Orientation approach to continuous and sustained Program in 2012
Factory Audit Orientation is a training improvement, utilizing root cause analysis
program that prepares new factories and methodology, along with procedures for
associated suppliers for participation in the early detection of noncompliances. The
Ethical Sourcing program through training importance of ongoing self-monitoring
in the following areas: between audits is emphasized.
• Walmart’s Standards for Suppliers

• Social and environmental compliance Transformation Supplier Development Program
Supply Chain Capacity Building
• Enhanced fire safety standards

and requirements Best Practice Sharing Supplier Roundtable Program
• Chemical and machine safety
• Dormitory and canteen standards Violation Correction Training
• Audit scope and factory disclosure Remediation Orange School
• Factory audit process, results and Factory Audit Orientation

consequences
Training
Environmental Compliance
Information Machine & Chemical Safety
Dormitory Standards

Supplier Development Program Jarden’s factories to focus on continuous
Through our Supplier Development improvement in their supply chain. To date,
Program (SDP), Walmart has committed to Jarden has had a total of 12 factories
437 suppliers work proactively with our supplier partners complete the SDP.
352 factories to help them improve standards and

manage their factories more effectively. The Another supplier, Stanley Black & Decker,
participated in the program provides valuable training focusing has been involved in the SDP from the
SRT program on key outcomes such as empowering beginning and will have 10 factories
workers and developing effective enrolled as of early 2013. This supplier
communication with factory management. focuses on relaying its learnings through
best practice sharing and training factory
In 2012, we partnered with approximately management throughout its supply chain.
100 new suppliers and worked with our Stanley Black & Decker has worked to
suppliers who graduated in 2011 to bring improve social and environmental practices
additional factories into the program. As we within their factory base since 2003.
go forward, we’ll continue as guides and
advisors for these graduated suppliers as Supplier Round Table
they embed systems into their other
The Supplier Round Table (SRT ) program
factories, taking the program to a
is a forum for our suppliers, factories and
“[By] implementing the sustainable position.
stakeholders within sourcing regions to come
Supplier Development together to discuss concerns that impact
Program in our company … This program continues to promote improved
social, economic and environmental aspects
working conditions around the globe with
we’ve strengthened our of their operations and to learn best practices
more than 300 suppliers having participated
ethics and business from each other. In general, round-table
in the program to-date, touching the lives of
practices throughout our meetings focus on Ethical Sourcing goals and
thousands of workers in our supply chain.
objectives and current issues that are relevant
supply chain. Our Pack
to that region. Previous topics have included:
Houses have improved management of contract and migrant labor,
communication with fire safety, environmental requirements and
workers, have built trust best practice sharing on energy efficiency.
and improved productivity.”
“Walmart and Jarden Corporation are
– Natalia Aranciba,
certifications chief, working toward a unified goal, and
GESEX S.A., Chile through this partnership we’re able
to shift from a compliance-based
program to one that’s performance-
based with long-term sustainable
improvements.”
Jarden Consumer Solutions was the first – Chris Akins, vice president,
supplier to graduate from our Supplier Global Security and Social Compliance,
Development Program. Their participation Jarden Corporation
in the initial pilot phase of the program
assisted us in determining that the
framework was practical and workable.
Strong internal monitoring and social
compliance performance systems enable
Environmental responsibility standards also promote the maintenance of “Walmart has continued
Our initiative to include environmental inventories to track resource use and greater
to proactively use the
compliance in audit standards began with environmental efficiency, as well as
implementation of best industry practices. Pollution Map Database
the commitment that Mike Duke made at the
Beijing Sustainability Summit in 2008, when
to screen their suppliers
he stated: “Our audits will now include a focus We worked closely with AECOM, a leading in China. We hope that as
on specific environmental criteria – including environmental management consulting firm, a leading global brand,
a factory’s air emissions, its wastewater, to develop extensive training materials in Walmart can meet rising
discharges, and its management of toxic English, Spanish and Mandarin, which are
public expectations and
substances and hazardous waste disposal.” available to suppliers. More than 3,000 factories
around the world were trained by our Ethical
encourage more partners
Sourcing teams between 2010 and 2011. and suppliers in China to
The environmental standards are based
on mandatory compliance with legal Factories continue to receive training on the disclose pollution
requirements. Demonstration includes the environmental component of our audits discharge data and
full set of approved permits, in addition to through our capacity building programs. enhance environmental
monitoring reports as required by law and performance.”
validated by independent audits. The
– Ma Jun, director,
Institute of Public and
Environmental Affairs
In China, we’ve joined forces with the Institute for Sustainable

Communities’ Environment, Health and Safety Academy to provide In 2009, we developed our
standards on the basis of the
cost-effective and practical training to factory mid-level management.
Environmental Reference
We’ve also partnered with the Institute of Public & Environmental
Framework of the Global
Affairs (IPE), an environmental NGO in China that aims to curb Social Compliance Program
environmental pollution in China’s manufacturing hubs by integrating (GSCP), which covers nine
transparency and raising stakeholder awareness in the supply chain. areas, touching on all aspects
In 2012, Walmart was ranked fourth out of 48 international of the factory’s operating
environment:
brands and retailers for efforts to improve environmental
compliance in the supply chain in China.
• Waste management
IPE uses government-sourced data to identify factories in China • Wastewater and
that fail to meet legal standards related to air and water pollution, effluents management
making the list of noncompliant factories publicly available. Since • Air emissions management
2009, when the first factory in our supply chain was removed from
• Water management
the IPE database, through our efforts, we’ve successfully worked
• Energy use and greenhouse
with suppliers to remove 35 total factories. The impact is less about
gas (GHG) management
the number of factories removed and more about the number of
• Land use and biodiversity
communities that benefit from reduced pollution as a result.
• Environmental
Today, we’re actively involved with a number of additional factories management system
that we anticipate will be removed in the coming year. • Hazardous substances
management/soil and
groundwater pollution
prevention
• Noise pollution

Women’s Economic Empowerment Initiative
“I’m 46 years old and I feel being empowered at this age isn’t too
late because a woman plays various roles in her life. What I’ve
learned in this training will help me justify those roles.”
—Foundational Training participant, Pointec Pens,

Bangalore, India
Supplier round tables are Women in Factories and leveraging each other’s knowledge and
held quarterly in India and expertise. As such, other retailers, brands
training program
Bangladesh with factories and suppliers are welcome to replicate the
participating in women’s In 2011, Walmart and the Walmart Foundation
program developed by NGO partners,
empowerment and have been launched an initiative to empower women in
Walmart and the Walmart Foundation, or
valuable to the success of the factories. This is a five-year initiative that will
utilize the curriculum and tools in their own
program. Factory workers train women who work in industries where
programs. Because many of the participating
engage directly with factory the workforce is predominantly female.
management, raising their facilities are shared with other brands and
Together with NGO partners, we’re helping
confidence and building retailers, the industry as a whole can benefit
establish women’s empowerment programs
bridges of communication. from the program.
in 150 facilities in India, Bangladesh, Central
The leadership and human America and China. As a first step, 60,000
resource teams from the factories Implementation is facilitated by Swasti
women will receive Foundational Training to
also have the opportunity to in India, by CARE in Bangladesh, and by
dialogue and share learning.
provide them with the core competencies
necessary to be more successful in the work- World Vision in El Salvador and Honduras.
A session in Bangladesh led to In 2012, we began working with 15 factories in
one factory helping another place, at home and in their communities.
India and 15 factories in Bangladesh, with
create plans for scheduling
16,667 women and 4,310 men having
training sessions around pro- Through this Foundational Training, women
duction. The first factory had received foundational training to date.
are learning fundamental life and work skills,
overcome similar challenges Program implementation will begin in
such as health and communication. From
and was able to help the Central America in 2013 and in China
this group, 8,000 high-potential women will
second factory become in 2014. The program is being evaluated by
be offered Advanced Training, which includes
more successful in the Northwestern University in partnership
management and leadership skills training,
Global Women’s Economic with Development Alternative International
in addition to more in-depth instruction on
Empowerment Initiative. (DAI) and Mission Measurement.
work and life skills. Obtaining these skills can
enable women to become better advocates
for themselves. Ultimately, the objective is for factories to
operate self-sustaining training programs
where work environment will be more
The training curriculum, developed by CARE,
receptive to promotion and inclusion of
will be made open source for others to use,
For a video related to our Women
female work talent through engagement
and Walmart and the Walmart Foundation
in Factories program, go to the with both factory management and the
will share training tools and learning with
online version of this report at male worker population. A final result
the public. The aim is to strengthen the
http://corporate.walmart. manufacturing industry by making women’s
would be a pipeline of female talent in
com/microsites/global- empowerment central to it, through
each facility.
responsibility-report-2013. promoting collaboration among stakeholders
“CARE is proud of our partnership with Walmart to enhance skills and improve
opportunities for female factory workers in Bangladesh. We’ve implemented
workforce engagement initiatives for more than a decade, and we’re pleased the
curriculum from this program will be available to other buyers and factories around
the world for free. Women are key to ending the cycle of poverty, and it’s vitally Holistic sourcing
important that they have the opportunity to realize their full potential. This program practices
will empower 60,000 women factory workers and make a sustainable impact in their We know our sourcing and
families and communities.” purchasing practices have an effect
– Dr. Helene D. Gayle, on suppliers. In 2011, we focused
president and CEO, on our internal awareness about
CARE USA the effects of business decisions on
the supply chain. In 2012, we began
robust training sessions from the
top levels of the merchandising
Program curriculum Advanced Training (99 hours) organization to the category levels,
Program curriculum was developed by • Basic literacy beginning with the apparel
CARE and contextualized, thus far, for division. Currently, the merchant
• Technical training
Bangladesh and India by CARE and Swasti, development teams and Ethical
respectively. When the program begins • Functional literacy/numeracy Sourcing are coordinating the
in a factory, all men and women who • Personal finance development of mandatory
work on the production line participate embedded training programs.
• Health and nutrition These courses will be required
in Foundational Training. In addition,
implementing partners work with local • Early childhood development for merchandising associates.
nonprofit organizations to provide services • Communication and negotiation
such as literacy training. Holistic sourcing means
• Problem solving, decision-making and merchandising, sourcing and
goal setting suppliers all work together to
Foundational Training (15 hours)
• Violence against women build a responsible supply chain.
• Understanding and utilizing your
We want to create an environment
strengths • Gender, social status and relationships
of transparency and communication
• Managing stress and time • Legal empowerment among these stakeholders so
• Effective communication • Self-management and leadership that challenges can be resolved
effectively. As we explore the
• Gender sensitivity
reasons behind unacceptable
• Menstrual health and family planning behavior, such as unauthorized
• Hygiene and sanitation subcontracting, we’ll work to
determine if activities on our side
• Occupational health and safety can positively influence suppliers
• Application of learning at work and factories to make appropriate
and home decisions. A part of holistic sourcing
is better planning by all parties. For
example, accurate business fore-
casting can better enable suppliers
and their factories to meet set time-
lines. This is one area specifically
being targeted for improvement.

Worker health and safety
In 2012, more than 4,000 factories around the globe received training
on our enhanced standards in the areas of Dormitory and Canteen
Safety as well as Machine and Chemical Safety. Management was
instructed on implementation of the standards within the factory
operating environment. The training also raised awareness of industry-
specific hazards and best practices to correct them. At the same time,
the benefits to the workers and factories were demonstrated during
the training to encourage adherence to the new standards. We also
utilize our regular audit process to educate factories and suppliers on
appropriate corrective action required to alleviate risk.
“One of the most helpful Dormitory and canteen standards Machine and chemical safety
modules in the (Factory The health and safety of workers in our The wide variety of products that are sold in
Audit Orientation) program supply chain is of utmost importance to us. our stores are sourced from diverse regions
was the dormitory and In addition to setting standards for working and industries that often have different
conditions at production facilities, last year, requirements for machine and chemical
canteen standards, and
we implemented specific standards related safety. To enhance our own standards and
this has directly led to us to on-site dining and living quarters. These drive industry change, we implemented a
implementing industry-best enhancements require suppliers to provide common set of requirements for all our
practices in these areas. safe, healthy and sanitary dormitory and sourcing markets, which incorporated such
From a business perspective, canteen facilities for their workers. Specifically, international standards as OSHA’s 18001:2007.
we’re now clear on what workers should be adequately prepared to Health and safety management, risk assessment
safely evacuate facilities in the event of an and training, as well as specific areas such as
levels of compliance are
emergency and have access to appropriate protection against noise, fire, hazardous
expected of us.” washroom facilities. Security measures substances and electrical equipment, are
should also be implemented to protect among the areas addressed by international
– S.P. Apparels Ltd.,
workers and their property. occupational health and safety specifications.
India
We audited against these requirements Information gathered through audits during

in 2012 and communicated the findings 2012 has enabled us to pinpoint specific
to suppliers. Now that facilities are more challenges facilities face with regard to
familiar with our requirements, as of March 1, meeting our safety standards. It has also
2013, the Ethical Sourcing ratings that a allowed us to share recommended actions
facility receives as part of the audit process necessary to address these issues.
will reflect the facility’s level of compliance
with the enhanced standards.
A global approach to fire safety • Audible, visible and operable smoke

As part of our effort to work with suppliers alarms placed appropriately throughout
globally to improve facility conditions the building with at least the minimum
related to risk of fire, we’ve made several number required by law.
modifications to our protocol for auditing • Audible and operable fire alarms that can
and assessing facilities. Facilities found to be heard in all parts of the building and
have fire safety-related violations will have operate as one system. Facilities found to
30 days to take corrective action before have fire safety-
• Marked and lighted exit routes for
production is barred. In addition, we’ve put
in place a set of requirements that build
all floors and areas of the building, related violations
upon our current program. While these may
including stairwells. Emergency lights to
will have 30 days
be fire grade “industrial emergency
be above and beyond legal requirements, to take corrective
lights” for use in smoke and fire
they must be implemented and adhered to:
environments. action before
• No locked doors. Doors should have • Every building must be inspected on production is
push-bar operation for easy exit in case each work shift by trained personnel to barred.
of emergency. ensure the above criteria are met.
• All doors to exit staircases and fire • Quarterly joint fire drills including all
escapes must be kept closed at all times floors of the building to be overseen
to prevent smoke from filling the by an external party, such as the fire
stairwell and keeping workers from safely authority, for timely and effective
exiting the building. personnel evacuation. Documentation
• Barred windows must have an internal
of these drills must be retained by the Worker training films
facility for review during any visit to We understand the value of
mechanism for emergency release or
the facility. connecting with workers
removal to allow for worker escape and
must remain unlocked. • Fire safety training conducted for all directly regarding issues of
personnel every six months. safety in the workplace. As part
• All floors and buildings, including of our efforts to provide much
dormitories, must have a secondary exit. • Personnel on-boarding process should
needed information and training
include fire safety training upon hiring.
• A one-hour, fire-rated enclosed to workers, we collaborated
staircase or external fire escape • Trained firefighters for each floor of with other brands and retailers
route is recommended. the facility. in Bangladesh to create films
• Valid fire license where required by law. focused on fire safety. Most
• Fire escape routes must lead to safe
recently we were involved
assembly points without any • Valid construction approval where in a similar project in India
obstructions. Assembly points must be required by law. where films on health and
designated and marked as such and
• Hazardous/flammable chemicals and safety, overtime, worker
must be kept clear at all times.
combustible materials must be kept communication, and harass-
• Proper access for fire department away from ignition sources. ment and abuse were created
vehicles and other fire-fighting for workers on all levels.
• Crèche/childcare facilities must be
equipment in the factory premises.
on the ground floor of the building,
• Adequate water supply for sprinkler and preferably located in a separate
fire hydrant systems. nonindustrial facility.
• Travel distance to an exit cannot exceed
61 meters (200 feet) in buildings without
automatic fire sprinkler systems.

Enhanced fire safety standards In addition, all facilities in Bangladesh are
now required to undergo a mandatory
Bangladesh
electrical and building safety assessment
While we’re taking an overall global
provided by a credible independent
approach, we also recognize there’s a need
external certification agency. The initial and
for heightened attention to fire-related risks
first follow-up assessments will be funded
in countries such as Bangladesh. Our plans
by Walmart. To build on this, Walmart is
include collaborating with other brands and
contributing $1.6 million toward the
retailers to drive industry-wide results. In
establishment of an Environment, Health
the interim of a collaborative approach
and Safety (EHS) Academy in Bangladesh by
being clearly defined, we’ve implemented
the Institute of Sustainable Communities,
certain factory requirements to address the
a U.S.-based NGO that has also set up a
most serious concerns.
similar successful Academy in China.
Through the EHS Academy, apparel
In 2012, we completed our work with manufacturers in Bangladesh will have
suppliers to phase out of facilities deemed access to high-quality, affordable and
to be at high risk for fire-related incidents comprehensive training on fire safety and
because they met one or more of the below all aspects of environment, health and
fire safety risk criteria. Factories meeting any safety. The Academy will provide a local,
of these criteria are assessed as red-failed long-term platform for addressing EHS
and are no longer eligible for Walmart challenges in the supply chain through
production for any retail market. technical training and engagement. In the
interim, Walmart is also funding fire safety
Fire safety risk criteria related to occupancy: and emergency response training for
• Residential building converted into an factory workers and management, provided
industrial facility by an independent third party.
• Facilities in multistory building with a
ground-floor marketplace or commercial Critical to the success of our approach is
shops on any floor working with the government of Bangladesh
to strengthen legal requirements around fire
• Facilities in multistory building shared
protection, worker training and building
with other factories/enterprises under
safety, including the phase out of residential
separate ownership
and commercial mixed-use buildings.
• Facilities with a rooftop that doesn’t Likewise, increased capacity of relevant
meet legal requirements and is not agencies is needed for oversight of these
completely clear requirements. We’re calling on industry
• Facilities where there’s a residence associations to support these efforts as well,
located within the building especially with regard to training and
moving production out of unsafe buildings.
Manufacturing in a building originally
constructed for an alternate purpose, such
as a residence, can lead to many high-risk
issues. Furthermore, when buildings are
occupied by various types of businesses
under separate ownership executing a full,
effective and safe evacuation of the
building can be next to impossible.
Program enhancements
We’re committed to supply chains that empower
the people who work in them, and the families
that are supported by them, to live better. What
we learned from the tragic incident at Tazreen
Fashions, Ltd. in Bangladesh has caused us to
reevaluate our processes and strengthen our
policies and procedures. Our dedication to
responsible sourcing includes raising our own
standards and partnering with other stakeholders
to improve the standards for workers across
the industry.
In January 2013, we distributed a letter to all suppliers

globally to inform them of a new zero-tolerance
policy for unauthorized subcontracting as well
as Ethical Sourcing program enhancements.
These new policies were designed to strengthen
compliance with important safety standards. We’ve
implemented several new policies, the first steps
of many, as we work to create more transparent
and productive supply chains and increase
opportunities for those who work in them.
Walmart zero-tolerance policy for
Newly disclosed facilities will now be required to unauthorized subcontracting
prequalify with an Ethical Sourcing audit prior to
being made active. Production may not begin In order to continue to improve transparency in our
until after the facility has passed the full Ethical global supply chain, we instituted a zero-tolerance policy
Sourcing prequalification process. Production in for unauthorized subcontracting and will terminate our
a facility that hasn’t been prequalified will be relationship with any supplier engaging in unauthorized
deemed unauthorized subcontracting. subcontracting to source merchandise for Walmart. Any
facilities subcontracting sourcing of Walmart merchandise
to an undisclosed or unauthorized facility are subject to
being classified as red-failed in our system and may be
permanently barred from sourcing merchandise to
Walmart for all retail markets.

Anti-human trafficking and slavery
To help prioritize our engagement strategy, we’ve consulted with
key stakeholders – Free the Slaves, End Human Trafficking Now,
International Labour Organization, ManPower Group, Verite and
Interfaith Center on Corporate Responsibility – to identify three
focus areas: U.S. agriculture, aquaculture production and seafood;
migrant labor in Jordan; and the Sumangali Scheme (bonded labor)
in India.
U.S. agriculture, aquaculture Because these challenges aren’t exclusive to

production and seafood Walmart, we’ve collaborated with NGOs, as
well as the public and private sectors, to
We’ve increased our focus on sourcing
identify an approach that will provide real
more products from local suppliers and
We’ve partnered with the NGO and meaningful solutions for our supply
farmers in the U.S. This is a good thing for
Verite and the ManPower Group to chain and the industry as a whole.
small business owners, local communities
start a pilot with selected Walmart and the U.S. economy.
suppliers on “An Ethical Framework
for International Labor Recruitment.”
Seafood
At the same time, we recognize that this We’ve engaged with the United Nations
This is an innovative mechanism for
initiative presents unique challenges for our Inter-Agency Project (UNIAP) on human
changing the way the recruitment
small suppliers who may not have the trafficking in Thailand. On June 6, 2012,
industry responds to the scourge of
resources necessary to implement Ethical UNIAP convened an expert consultation
forced labor and human trafficking.
Sourcing requirements. We’re committed to discuss human trafficking and labor
The framework offers a set of specific
to helping our supplier partners address exploitation in the seafood industry. Given
operational practices for recruitment
these challenges. The first step was for us that Thailand is the world’s largest exporter
firms that operate across borders.
to better understand our agriculture and of shrimp and that Thai exports account for
For more details, go to www.verite.
aquaculture supply chains in the U.S. by one-third of the U.S. shrimp market, this
org/ethical-framework-for-intl-
looking deeper into our supplier facilities meeting marked a significant opportunity
recruitment.
and processing centers, including farms for private sector, government, U.N. and
and fresh packing facilities. civil society representatives to begin
conversations on labor abuse, including
Next, we began development of a human trafficking in this sector.
comprehensive support program that
includes education, training and capacity In November 2012, a follow-up meeting
building to enable suppliers and their was coordinated by the International
factories to meet our expectations and Labour Organization (ILO). This closed-
requirements. In October 2012, we conducted session discussion was convened between
37 localized training sessions and several the Thai government and the seafood
webinars for suppliers throughout the U.S., industry, concurrent with the activities of
focusing on our standards and supported the Global Aquaculture Alliance’s Global
by an e-learning module to be rolled out in Outlook for Aquaculture Leadership 2012
2013. Using audits and other metrics, we (GOAL) conference. We were involved in
validate compliance with our standards at supporting both events.
supplier facilities.
Sumangali scheme
India
The term Sumangali refers to the practice
of promising a lump sum of dowry money
to young female workers at the end of a
two- to three-year period in return for
continuous employment. The practice of
Sumangali is most prevalent in the spinning
mills that provide fabric to the sewing
units in Tirupur.
“We’re currently working
Progress: together with Walmart on
• Actively participated in the development the customization of an
of industry guidelines to contain the
e-learning tool on human
Migrant labor practice of Sumangali, titled “Guidance
for Migrant Women Workers in Hostel trafficking, which will be
Jordan
and the Recruitment Process – Spinning/ shared with their suppliers.
Some of the most common issues facing
workers migrating to Jordan from nearby
Garmenting Factories.” Through this process, we’ve
countries in South and Southeast Asia include • The document provides specific seen a strong commitment
financial burden or risk associated with guidance on recruitment, terms of from Walmart in addressing
returning to their home country, restrictions employment, training for employees, human trafficking in supply
on freedom to change employment to a working hours, payment of wages, chains. We also participated
different facility, excessive working hours, and recommendations for safe and
in a number of Walmart’s
wage deductions and minimum wage appropriate living conditions in hostels.
disparity, as well as gender-related issues. brainstorming sessions (in
• Shared the document with all factories in
Workers with low levels of education can be 2012), and saw as well a
and around Tirupur, as well as our third-
vulnerable to exploitation and may suffer party audit firms. serious commitment from
from emotional stress resulting from the all layers of management,
difficulty of adjusting to a new environment • Continue to leverage the collective
strength of the Tirupur Exporters
which is paramount in
and to separation from their families. The
Association, local trade unions, NGOs, building a strong policy
provision of legal and psychosocial support
to these workers can play an important role brands and retailers to find a sustainable on human trafficking.”
in helping them deal with these challenges solution to Sumangali.
– Clara Pascual de Vargas,
and improving their well-being. • Identifying specific spinning mills in our
senior programme manager,
supply chain where we could implement
End Human Trafficking Now
Progress: capacity building programs.
• Identified key challenges affecting
migrant workers in collaboration with
other brands and retailers.
• Supported Better Work Jordan in the
establishment of a center focused on
enhancing the education and well-being
of the migrant workforce.
• Continuing to develop mechanisms and
best practices to address challenges and
create potential avenues for progress.

Partnerships and collaborations
“Walmart’s participation and leadership are instrumental in moving

the GSCP’s work forward and achieving the program’s objectives of
consensus, convergence and increased collaboration. We’re grateful
for Walmart’s continued commitment to our mission and to advancing
the industry through collaboration, to make concrete change happen
on the ground.”
– Claudine Musitelli, vice president,
Ethical Sourcing and Food Safety Initiatives,
The Consumer Goods Forum
“When presented with Global Social Compliance Program For the upcoming year, we’re focused
opportunities for The Global Social Compliance Program (GSCP) on engaging and participating in industry-
collaborative audits, the is a business-driven program created to wide remediation and capacity building
promote the continuous improvement through opportunities generated within the
Ethical Sourcing team
of working and environmental conditions GSCP. These efforts include the
consistently allows for the development of practical handbooks for
in global supply chains. The GSCP was
performance of audits on created by five leading companies, suppliers on the subject of social and labor
behalf of them and the including Walmart, and is now made up management systems, as well as creating
other client simultaneously, of 39 brands and retailers. Members are models for the implementation of the GSCP
leveraging field work and working to enable mutual recognition Environmental Module, which will work to
between existing social and environmental bridge related monitoring and capacity
reducing costs and
compliance systems globally, in order to building activities.
unnecessary duplication of
reduce duplication in auditing and build
effort. Walmart’s active trust for further collaboration. As part of the GSCP, we look forward
participation in efforts like to continued collaboration that drives
the Global Social In January 2013, Walmart became the first harmonization, and continuous
Compliance Program retailer to finalize the GSCP Equivalence improvement and that delivers a
Process. This rigorous benchmarking process sustainable global approach.
demonstrates an
appreciation for the need to allowed us to further strengthen our program
by aligning our audit requirements with
measure performance in
the GSCP Reference requirements, while
factories, while reducing recognizing opportunities for continuous
duplicative efforts for the improvement and development.
benefit of all participating
enterprises.”
– Randal Rankin,
vice president, CSR Services,
Bureau Veritas Consumer
Products Services
International Labour Organization/ Work Program replace Walmart’s Ethical

International Finance Corporation Sourcing audits for these factories. By
supporting programs such as this, companies
The combined efforts of the International
are able to reduce their own auditing of labor
Labour Organization (ILO) and the
standards and redirect their resources
International Finance Corporation (IFC)
toward factory development and capacity
launched the Better Work Program with an
building. Together, we continue to advocate
objective to improve factory working
for stronger labor policies and strengthen
conditions in the garment sector. Program
the capacity to monitor factory conditions
components include monitoring factories,
in these countries.
conducting training modules and engaging
with key stakeholders, including workers,
factories, communities and governments. Ethical Trading Initiative
We’ve partnered with the ILO/IFC in support Asda/George is a founding member of the
of the Better Work Program, which currently Ethical Trading Initiative (ETI) and works
operates in Cambodia, Haiti, Indonesia, within a multistakeholder environment on
Jordan, Lesotho, Nicaragua and Vietnam, with industry issues such as home workers,
plans to expand into Bangladesh and other Sumangali workers, working hours projects,
sectors of production such as footwear. fire safety, living wages and purchasing
practices. ETI touches a wide spectrum of
We ask our suppliers who produce issues to help improve and drive change
merchandise in these countries to fully through the supply base we source from
support the Better Work Program by and to improve conditions for the workers
requiring participation from their factories. who make our clothes.
The audits conducted through the Better
Red Red Red

Green Yellow Orange
Global audit results denied disapproved unauthorized
• Active factory status is shown

Low-risk Medium-risk Higher-risk Higher-risk Egregious Egregious
in pie charts.
• The audit rating table reflects Barred from Indefinitely barred
percentage of all factory Reaudited Reaudited Reaudited Reaudited
business with from business with
after two years after one year after 180 days as soon as possible
audits conducted. Walmart for one year Walmart
Region A
Cambodia 2012 3.2% 33.3% 31.8% 2.2% 1.0% —
Indonesia
Malaysia 2011 2.3% 33.8% 29.1% 0.6% 0.2% 0.2%
Vietnam
76.0% 17.6% 6.4% 2010 4.7% 37.7% 30.5% — 1.1% —
Region B
India 2012 5.4% 47.8% 45.0% 1.1% 0.3% 0.1%
Sri Lanka
2011 9.1% 66.1% 22.9% 0.8% 0.2% 0.4%
59.3% 29.3% 11.4% 2010 12.4% 46.6% 39.2% — 0.6% —
Region C 2012 17.3% 71.1% 10.5% 1.2% — —

Europe
Turkey
2011 17.5% 71.7% 10.3% — — —
70.3% 4.5% 25.2%

2010 18.4% 53.7% 26.9% — — —
Region D 2012 0.9% 58.8% 23.3% 1.4% 1.7% 0.2%

China
Hong Kong 2011 1.4% 55.0% 24.9% 0.9% 1.5% 0.2%
Japan
Philippines
84.6% 13.0% 2.4% 2010 1.7% 45.9% 30.3% — 1.8% —
Taiwan
Region E 2012 29.3% 50.5% 18.6% 0.6% 0.1% 0.1%

Central America
North America 2011 48.0% 37.4% 13.8% 0.7% 0.1% —
South America
35.8% 7.7% 56.5% 2010 54.8% 35.4% 8.1% — 0.2% —
Region F
Africa 2012 3.4% 61.5% 25.8% 1.0% 0.9% 3.5%
Bangladesh
Israel 2011 2.7% 51.9% 30.7% 1.0% 0.9% 11.0%
Jordan
Pakistan 77.8% 14.2% 8.0% 2010 6.3% 55.5% 33.4% — 2.5% —
2012 7.3% 56.17% 24.01% 1.25% 1.12% 0.37%

TOTAL
2011 12.9% 51.7% 22.1% 0.8% 0.9% 1.0%
66.9% 12.0% 21.1% 2010 9.3% 45.3% 28.4% — 1.6% —

Red Audit Industry

failed incomplete audit
Egregious
Low-/
medium-/
Low-/
medium-/
higher risk higher risk
Permanently barred
Reaudited as soon
Reaudited according Regional challenges and updates
from business with to industry program
as possible
Walmart schedules
— — 28.5% Exploitation of migrant workers in the seafood and canning industries is becoming more
evident. We’re engaging the International Labour Organization’s (ILO) Better Work Program
0.8% — 33.1% and others to drive positive changes. Additional challenges include failure to pay increased
minimum wage and related worker strikes. We’re leveraging our capacity building programs
0.5% — 25.5% to address workforce issues.
0.2% — — We continue to engage with multistakeholder initiatives to address the issue of Sumangali in
India. Guidelines developed through the Tirupur Stakeholder Forum are being implemented.
0.2% 0.2% —
Concerns in this region continue around management of contract labor, egregious working
hours and nonpayment of overtime.
1.2% — —
— — — Due to data protection regulations, facilities in Europe often deny access to pertinent
employee information during audits. Records availability for agency workers and workplace
— 0.4% —
safety matters are being addressed through our Factory Audit Orientation and Violation
Correction Training programs.
— 1.0% —
0.3% — 13.4% Raw materials cost, labor cost and exchange rates result in some factories moving to inland
China, closing or moving to other countries. Lack of infrastructure creates obstacles to
0.2% 0.4% 15.5%
compliance with environmental standards. For wage and hour challenges, Violation
Correction Training and the Orange School Program have been implemented broadly.
1.6% 0.4% 18.3%
This region faces issues related to limited knowledge and application of local labor law,
— — 0.8% wage payments made in cash to avoid legal wage deductions, as well as lack of labor hours
tracking. Fresh produce packhouses experience labor shortages due to rising migration
— — —
of workers from fields to cities or other countries, and often these migrant workers are
employed without work permits. Walmart is engaged in a multistakeholder initiative
0.8% 0.6% —
specifically focused on challenges related to agriculture, starting in the U.S.
Two prevalent issues in this region are unauthorized subcontracting and fire safety. In the
0.8% — 3.1% event of an emergency, workers commonly face challenges such as structural hindrances,
lack of preparedness and panic. Political unrest, wage discrimination and factory
0.2% 0.2% 1.3% management’s resistance to paying increased minimum wages are also problematic. Lack
of infrastructure for electric and gas utilities, as well as environmental compliance, make it
2.0% 0.3% — difficult for factories to meet our standards. Our new zero-tolerance policy and enhanced fire
safety protocols are being implemented to address some of the concerns in this region.
0.25% — 9.54%
0.2% 0.3% 10.2%
1.4% 0.4% 13.6%

Global Women’s Economic Empowerment

We believe empowering women economically is the right thing to
do and will make us a more successful retailer. The majority of our
200 million customers are women, and women control $20 trillion
of annual consumer spending globally. With 90 million women
estimated to join the global workforce by 2013, we want to take
a leadership role in educating, sourcing from and opening new
customer markets for those women because we know it promotes
economic growth and better lives for their families.
Full Circle Exchange
How women Progress Highlights

impact Walmart Increase sourcing from women-owned businesses
• Last year, the Walmart Foundation • Internationally, we’ve developed a system
60%+
made a $1.5 million grant to the State that is being used to identify baseline
Department’s Secretary’s Fund for Women women-owned business (WOB) spend and
and Girls. This will provide 26 grants to that can be used for any new WOB that
16 Latin American and Caribbean countries, begins working with us. We’ve launched
of our 200 million as well as two multiregional projects, and this system in some of our markets and
customers are women will support women’s entrepreneurship by are working with the others to implement.
developing and linking existing resources, • On March 7, 2013, we launched
programs and infrastructure to create a “Empowering Women Together,” our
stronger entrepreneurial environment e-commerce platform to work with small
Women-owned for women entrepreneurs and women- WOBs. At launch, we offered over 200
businesses are growing owned businesses. items from 19 suppliers in nine countries.
1.5x
• Walmart has taken a deep dive approach Nearly half of the suppliers are from the
to achieving its $20 billion sourcing goal. U.S. We look forward to growing this
We’ve contracted with a third party to assortment in the seasons to come.
faster than all other verify current spend data and identify new For more, go to www.walmart.com/
potential suppliers. We also established empoweringwomentogether.
private companies an advisory network and conducted • Walmart provided $25,000 to launch
interviews with merchants, key decision- the Women at Work program, in alliance
makers and suppliers to identify barriers to with the Agricultural Suppliers
growth with existing and new suppliers. Association. This program provides
Women-owned The findings from those interviews led us women farmers from the Aguacoyo’s
to develop solutions that ensure the
businesses hire Community in Suchitoto, El Salvador,
2x
achievement of the goal. We’re currently with the accounting, pest identification,
in the process of delivering these tools and soil preparation and other training they
resources to the business. Finally, since the need to source to Walmart.
goal was announced, we’ve conducted
the number of women eight diverse supplier summits across the
into senior management organization (Walmart, Sam’s Club,
Professional Services).
positions
Empower nearly 1 million women through training

• In the U.S., through more than $18 million Sunhara program in the state of Uttar
in grants in FY2013, the Walmart Foundation Pradesh, India. The project supported
funded more than 57,000 women’s access to 2,500 women engaged in vegetable and
job training and economic support programs incense production, with production
to improve the lives of their families. practices and direct market linkages. • The small size of many
• In February 2011, the Walmart Foundation A second grant to expand this work and women-owned businesses,
awarded a $350,000 grant to Agribusiness reach another 5,000 women farmers especially in emerging markets,
Systems International to support the began in January 2013. presents challenges to large
companies that traditionally
have worked on the basis of
scale with other large suppliers.
Promote diversity and inclusion opportunities within our merchandise Our internal incentives and
and professional services suppliers business practices needed to
• Walmart developed an online database to be scaled down to align better
track gender and diversity representation with small suppliers as they
of our major professional service firms scale up.
and merchandise suppliers with more
• We’ve set ambitious goals that
than $1 billion in sales to increase oppor-
require partnerships for scale
tunities for women and minorities within
and sustainability. Finding
our suppliers’ Walmart and Sam’s Club
these partners and building
teams. This program continues to roll out
relationships is something
across the business.
we continue to put time and
energy against.
For videos related to our Global Women’s Economic Empowerment initiative,

go to the online version of this report at http://corporate.walmart.com/
microsites/global-responsibility-report-2013.
Hunger relief
Coming together to lead on hunger
As the world’s largest grocer, we have a unique opportunity
and responsibility to positively impact one of the most
critical issues today – hunger. Walmart and the Walmart
Foundation believe that all people should have access to
affordable, nutritious, sustainably grown food and that we
can apply our business and philanthropic resources to help
turn that vision into reality. Through Walmart’s work on
sustainable agriculture, healthier food and our core business
model of low prices – and the millions of pounds of food
donated by Walmart and Sam’s Club facilities to local Feeding
America food banks – we envision a day when no American
has to wonder where his or her next meal will come from.
Since announcing the Fighting Hunger Together and Healthier Food initiatives in 2010 and
2011, respectively, Walmart and the Walmart Foundation have made significant progress with
our hunger-relief, nutrition and healthier-eating goals. See pages 159-161 for details.
Fighting hunger together

• Through 2015, award $250 million in hunger-relief grants at the local, state and national levels
• Through 2015, donate 1.1 billion pounds of food
• Mobilize associates and customers
• Collaborate with government and industry
Healthier food
• Reformulate packaged foods
• Save customers $1 billion per year on healthier food
• Front-of-pack seal on healthier food
• Build stores in food deserts
• Increase charitable support for nutrition education
For videos related to our hunger relief efforts, go to the online version of
this report at http://corporate.walmart.com/microsites/global-
responsibility-report-2013.
As the Walmart Foundation considers • The Walmart Foundation also works to

the outcomes it aims to achieve over the “green” food banks, allowing them to
next three years, there’s a tremendous operate more efficiently and effectively
opportunity to leverage the work of the – reducing their costs and empowering
company’s Healthy Food for Less initiative them to feed more people.
alongside the Fighting Hunger Together • Since 2011, Walmart and the Walmart
50
commitment in order to broaden and Foundation have increased charitable
deepen the impact Walmart and the support of nutrition education programs
Walmart Foundation can have on helping that are projected to help more than
people live better, healthier lives. 1 million low-income women and
Even with our commitments and progress,

there are people who continue to struggle
children increase their knowledge of
nutritional values and develop healthier
eating habits. This work is giving people
million
to access healthy food for their families. the knowledge and skills they need to people in the U.S.
Many of them are among the more than prepare healthy meals for their families.
50 million people in the U.S. considered are considered
food insecure. That’s why Walmart and the
Walmart Foundation are working harder
food insecure
than ever to change that statistic.
• In 2012, Walmart and the Walmart

Foundation helped bring Breakfast in the
Classroom to the children of Port Towns
Elementary in Prince George’s County, Md.
More than 80 percent of their students
live at or below the poverty line.
Healthier food
In January 2011, with the support of first lady Michelle Obama,
we announced a commitment to make healthier eating easier for
Americans by using our business and philanthropic resources. We
believe this initiative will change the retail industry in much the same
way our $4 prescription drug program has. Over the past two years,
we’ve made significant progress toward our five commitments:
Walmart is working with the Partnership For a Healthier America to review

progress toward our goals and the metrics we use to measure success.
1 Launch a simple front-of-package icon

backed by strong nutrition criteria
Commitment: Launch a simple front-of-package icon backed

2 Reformulate thousands of everyday
packaged food items by the end of 2015
Commitment: Improve the nutritional quality of our Great

by strong nutrition criteria. Value brand and national food brands. Reduce sodium by
25 percent and added sugars by 10 percent, as well as remove
Progress: Our Great For You icon is being rolled out across the all industrially produced trans fats compared against a January
country and will appear on more than 1,300 Great Value and 2008 baseline.
Marketside foods and beverages in Walmart U.S. stores in the
coming year. Progress: We made significant progress toward our
commitment to reformulate thousands of packaged food
• More than 4,000 private-brand products were evaluated items. In 2012, we completed the development of a robust
against the Great For You nutrition criteria, with system that will help us track progress toward the
approximately 32 percent of fresh produce, meats and reformulation of Great Value and national-brand products.
packaged items receiving the icon. Nutrition data was collected for a 2008 baseline and compared
against 2011 data on more than 50,000 private- and national-
• In September 2012, we partnered with HumanaVitality, a
brand food items and beverages. These comparisons stretched
subsidiary of Humana, to launch a first-of-its-kind effort to
across 74 focus grocery categories.
help consumers across the country save money on
healthier foods and, ultimately, live longer, healthier lives.
HumanaVitality members receive a 5 percent savings • Remove the remaining industrially produced trans fats from
when they purchase Great For You foods and beverages the foods we sell by 2015. Since 2008, industrially produced
at Walmart. This partnership represents the first national trans fats have been reduced by 50 percent. Less than
program where a major retailer and health care company 10 percent of the foods and beverages we sold in 2011
have come together to incentivize people to eat better contained industrially produced trans fats.
through savings on healthier foods. Participants are • Reduce sugars by 10 percent by 2015. Surpassing our goal,
responding favorably as more customers utilize sugars have declined by more than 10 percent since 2008.
HumanaVitality monthly. Sugars have declined for three primary reasons: reformulated
• The icon will soon be available to participating national- products; new, healthier products coming into the
brand products that meet the Great For You criteria and marketplace; and customers making healthier choices.
qualify for the icon. • Reduce sodium by 25 percent by 2015. Since 2008, sodium
has declined by 9 percent. Between 2008 and 2011, we
decreased sodium by 13 percent across the commercial
bread category. This is equivalent to removing more than
1.5 million pounds of salt from the market baskets of
our shoppers.
3 Save customers money

on healthier food
Commitment: Save customers at least $1 billion a year on

5 Increase charitable support
for nutrition programs
Commitment: Help Americans better understand nutrition

healthier foods, including reduced prices on produce and and healthier eating by increasing charitable support for
parity pricing on healthier foods and beverages. nutrition education programs.
Progress: In FY2013, we achieved $1.2 billion in savings, Progress: In FY2013, Walmart and the Walmart Foundation
bringing the total savings for customers to $2.3 billion over the committed more than $13 million to innovative programs
first two years of the program. We measure progress toward this across the U.S. that support nutrition education. Since the
goal by conducting regular market-basket pricing studies to original commitment, more than $26 million in grants have
ensure customers are saving money on fresh produce at Walmart. been awarded.
We’re tracking the price premium for healthier equivalents of
national brands for more than 500 pairs of items in an effort to • The Alliance for a Healthier Generation is increasing access
eliminate the price differential. In order to truly understand the to healthy food and providing nutrition education for 60,000
price differences, we look at both price and size of package, since school-age children in six communities across the nation.
price premiums can show up with smaller packages and/or higher
• The American Heart Association will fund the expansion of the
prices. The price differential has been reduced in the past year
Simple Cooking With Heart program, which helps Americans
from 5.7 percent to 5.4 percent. We’ll continue to work closely
learn healthy cooking skills and adopt healthier diets.
with our suppliers to reduce and, ultimately, eliminate price
premiums over the remaining three years of our commitment. • Common Threads promotes a range of culturally appropriate
strategies, including teaching children skills and knowledge
of healthy eating, building their confidence in the kitchen
and beyond, and empowering families to cook and eat
together for a healthier lifestyle.
• The Institute for America’s Health expands nutrition
education programming aimed at educating, empowering
and equipping more than 150,000 students, teachers and
family members with the knowledge and skills needed to
live healthier lives.
4 Open Walmart stores

in food deserts by 2016
Commitment: Open 275 to 300 new stores serving urban

and rural food deserts by 2016. Increase access to fresh and
healthier foods for Americans.
Progress: By the end of FY2013, 86 new Walmart stores

had been opened in areas serving food deserts since
our announcement.
• 28 new food desert stores opened in FY2012.

• 58 new food desert stores opened in FY2013.
• As a result of the 86 new stores in these underserved areas,
more than 264,000 Americans have better access to
healthier food.
• We project that 800,000 more Americans will have access to
healthier food by the time we open all 300 stores outlined
in our commitment.
Giving
Creating opportunities so people can live better
In FY2013, Walmart and the Walmart Foundation surpassed $1 billion
in giving. Through financial contributions, in-kind donations and the
volunteer efforts of Walmart associates, Walmart and the Walmart
Foundation support local organizations that positively impact under-
served populations in the communities we serve.
$1 billion+ The Walmart Foundation continually looks for

opportunities to help people live better. To
and women’s economic empowerment. In
addition to these areas, Walmart and the
in giving increase its impact in FY2013 and beyond, the Walmart Foundation continue to give back to
Walmart Foundation is focusing on four core areas organizations that support diverse populations,
in FY2013 to have the greatest impact: hunger relief and veterans transitioning to the workforce and
healthy eating, career opportunity, sustainability communities impacted by natural disaster.
Hunger relief and Career opportunity Sustainability Women’s economic

healthy eating Walmart and the Walmart Walmart is not only the empowerment
Walmart believes that all Foundation support initiatives world’s largest grocer, but Empowering women around
people should have access that provide job readiness, a significant leader in environ- the globe is vital to Walmart’s
to affordable, nutritious, skills training and career coun- mental sustainability. That’s mission of helping people
sustainably grown food seling, connecting people with why our company and its foun- live better. In the U.S. and
and that its business and employment opportunities dation are helping communi- internationally, Walmart and
philanthropic resources can that lead to career success ties address key issues like waste the Walmart Foundation help
make this vision a reality. and a better life. Through reduction, energy efficiency low-income women access
Walmart and the Walmart the Walmart Foundation’s and sustainable agriculture training that develops the
Foundation are making support of organizations through its giving. With support skills, knowledge and
significant strides toward such as Goodwill Industries from the Walmart Foundation, confidence they need to
surpassing our $2 billion International, thousands will organizations such as Growing become self-sufficient. The lives
commitment to fight hunger find career success and eco- Power are able to provide local of many aspiring professionals
in America. The Walmart nomic stability. communities with healthier, have been changed through
Foundation is making a more sustainable food for gener- our support of organizations
difference through programs ations to come. like Dress for Success.
like Breakfast in the Classroom
and the YMCA’s Summer Food
Service Program.
For videos related to our giving efforts, go to the online version

of this report at http://corporate.walmart.com/microsites/
global-responsibility-report-2013.
Disaster relief
Responding in times of crisis
We’re in the business of saving people money so they can live better, so
helping communities is what we do every day. When a crisis strikes, that
charge becomes an even greater priority. We must all come together –
business, government and community – to help our neighbors rebuild
their lives. Since 2001, our Emergency Operations Center has been instru-
mental in leveraging our resources and expertise to respond to communities
impacted by natural disasters in a timely and organized manner.
We also understand the value of emergency preparedness, In FY2013, Walmart and the Walmart Foundation contributed
and that was more apparent than ever when we leveraged $3.8 million in cash and in-kind donations, including
our experience in 2012. With the whole community in mind, truckloads of essential supplies, to 22 areas impacted by
Walmart was asked to embed an associate at the Federal natural disasters across the U.S., in addition to leveraging our
Emergency Management Agency (FEMA) to bring the voice of scale and resources to respond to disasters in markets we
the private sector to the table. Through FEMA’s new 90-day serve around the world. Walmart also provided $1.4 million
Private Sector Rotation program, we helped build tools that in assistance to our own associates through the Disaster
would bridge the gaps identified in federal efforts to build Displacement Assistance program. Our efforts provide
and maintain public-private partnerships. These efforts were immediate, life-sustaining needs, and we work closely with
highlighted during the Atlantic hurricane season in 2012. local and national emergency management agencies,
In addition, we worked with state and local governments American Red Cross, Salvation Army and others.
across the country on disaster planning and preparedness and
leveraged our subject matter expertise in logistics, transportation
Responding to
and supply chain management disasters indisaster
to strengthen 2012 response
systems, as a team.
Here’s how we helped:

Severe Storms
$110,000 Tornadoes
donations
$270,000 Hurricane Sandy
310,000+
bottles of water cash and donations $2.7 million
cash and in-kind donations
100,000+
bottles of water
1 million+
bottles of water
18 truckloads
supplies
Wildfires 80+ pallets

dry food
$165,000
donations Hurricane Isaac 450,000+
560,000+ $550,000+ 300,000+
diapers
bottles of water cash and donations bottles of water
9,000 cases
350,000+ cleaning items
diapers
Environmental responsibility
E
nvironmental sustainability has become
an essential ingredient to doing business
responsibly and successfully. As the world’s
largest retailer, our actions have the potential to save
our customers money and help ensure a better world
for generations to come. At the same time, it sets the
stage for a more financially stable and responsible
Walmart. Our decisions in this area are tied to three
specific aspirational goals:
Energy – Be supplied 100 percent by renewable energy.

Waste – Create zero waste.
Products – Sell products that sustain people and the environment.
Sustainability 360 is a comprehensive view of our business

that integrates the ideas, actions and enthusiasm of more
than 100,000 suppliers, 2.2 million associates and hundreds
of millions of customers around the world in our efforts.
Sustainability 360 lives in every corner of our business – from
associate job descriptions to our interactions with suppliers.
Operations
10,000+
retail units
Suppliers
100,000+
worldwide
Customers
Millions
shopping weekly
Associates For example, we’ve brought together more In 2010, the Walmart Canada Green Business
than 250 of our Walmart U.S. and Sam’s Club Summit spawned ShareGreen.ca, a website
2 million+ buyers to learn how to better incorporate
the Sustainability Index and associated
dedicated to sharing case studies of
sustainability-minded business practices that
worldwide scorecards into their everyday business have successfully demonstrated return on
decisions. By doing so, we will continue to investment. The resource remains available
improve the sustainability of our products, to all companies aiming to incorporate
Communities reduce cost, raise quality and strengthen sustainability into their business.
Thousands customer trust.

These are just a few examples in three of
worldwide Since 2011, Walmart Brazil has been working on the markets we serve around the world.
the social initiative Walmart Institute Caravan, Sustainability 360 guides our decisions based
bringing together more than 210 women on improving the environment, supply chain
leader representatives from 188 NGOs in and communities everywhere we operate
six Brazilian states. In 2013, eight states are and source.
covered by the Walmart Institute Caravan.
They discussed how to mobilize communi-
ties to actively take part in their issues and
how Walmart stores in every community
could participate.
Sustainable Value Networks

At Walmart, we utilize Sustainable Value Networks (SVN) to help
integrate sustainable practices into all parts of our business. These
SVNs can be thought of as a practical implementation of the concept
of Sustainability 360 with collections of internal and external stake-
holders coming together to develop solutions and deliver tangible
• Over the past year, we’ve
results that make a difference for our business and for sustainability. engaged internal stakeholders
As we’ve learned and made progress, we’ve continued to redesign up to the executive vice
president level via six council
the SVN structure to better fit and support our progress. Our SVNs
meetings. They continue to
bring together leaders from our company, supplier companies, discuss the most pressing and
academia, government and NGOs. Together, we explore challenges impactful topics, ranging from
energy-efficiency goals in our
and develop solutions to benefit our business, as well as our local
stores to implementation of
and global communities. the Sustainability Index. These
collaborative exchanges are
SVN
driving actions and results.
Our Sustainable • We’ve globalized our SVNs

Value Networks to broaden and accelerate our
Chief executive officer efforts. For example, our Food
-Provides quarterly updates through Index and Agriculture SVN now has
executive management
Packaging seven teams, led by associates
from the U.S., U.K., Costa Rica
Food & Agriculture and Brazil.
SVN Council
-Vice president level or higher Chemical-Intensive Products
Renewable Energy
Sustainable Facilities
Network captains Sustainable Transportation
-Director or vice president level
-Guide network efforts Operations Waste
-Drive SVN initiatives toward goals
and Recycling
Sustainability team
Operations Council
-Oversees network activities Renewable Energy
-Aligns overall efforts
Sustainable Facilities
-Provides guidelines
Sustainable Transportation
Operations Waste and Recycling
SVN Councils
Our eight SVNs are currently overseen by an Operations Council and Products Products Council
Council, charged with recognizing progress, evaluating future direction and Index
aligning new goals. Each of our SVNs has contributed a wealth of innovation
Packaging
and insight, resulting in numerous positive changes to our business operations
and the environment. We’ve become more energy efficient, reduced waste Food and Agriculture
and increased the introduction of environmentally preferred products. Chemical-Intensive Products
Renewable energy
Progressing toward our aspirational goal
We have a responsibility to lead in the global transition to renewable

energy. We’re progressing toward our goal of being supplied 100 percent
by renewable energy, driving sustainable development as we expand
our global reach to provide goods and services to customers around
the world.
When we think about energy, we not only

Onsite Renewable Projects*
think of its potential negative impact on the (installed per year)
environment, but also energy’s positive role in
Progress since helping people rise out of poverty and into 135
the middle class.
our last report
• Walmart U.S. 77
Our renewable energy activities follow these
completed 200th on-site principles: 45
solar installation.
• Demonstrable change: Walmart’s 6
13 13
• Walmart Mexico partnership drives the production or FY08 FY09 FY10 FY11 FY12 FY13
started construction procurement of renewable energy
on two utility-scale projects. *Includes solar, wind and fuel cell systems
wind projects and two installed at stores, clubs or distribution centers.
micro-hydro projects. • Saving money and living better:
Driving down the cost of renewable
• Walmart Chile energy by securing cost-effective, stable
launched its first large- energy pricing that’s equal to or less than Total MWh from Renewable Energy
scale renewable RFP. (in thousands of MWh)
utility power pricing.
• Walmart U.S. 1,200
• Building scale: Using our commitment, 1,100
completed a 1-MW reach and size to accelerate the global
utility-scale wind turbine renewable energy transition.
at distribution center in
Red Bluff, Calif. To become powered by 100 percent
300
renewable energy, we recognize it will 200
• Walmart India require investing in different technologies .4 8
installed its first solar and power generation strategies, including FY08 FY09 FY10 FY11 FY12 FY13
water heaters. distributed/on-site generation, utility-scale/
off-site generation and grid-connected
green power purchases.
Achieving our goal to be supplied 100 percent by renewable power is a fluid process. Off-site renewable
power purchase agreements are typically very large purchases, and the timing of the execution of new agree-
ments or the expiration of older agreements is significant enough to cause fluctuations in total renewable
energy from one year to the next. For example, Walmart U.S. was unable to renegotiate an expiring contract
with competitive pricing, causing a dip in overall renewable results for the reporting year, even though we
had a very strong year in adding new on-site renewable projects. We continue to seek new large-scale, off-site
renewable energy purchases and are focused on growing our on-site generation exponentially.
2012 Building Electricity Use by Source
4%
21%
Total Electricity From
17%
Renewable Sources
2012 Total Building Energy Use by Source
3%
14%
17%
Total Energy From
Renewable Sources
■ Walmart-driven renewable energy projects ■ Renewable energy from grid ■ Nonrenewable energy
At the end of 2012, we had more than

280 renewable energy projects in operation
or under development across our global
portfolio. These projects provide us more
than 1 billion kilowatt hours of renewable
electricity annually – enough to power more
than 95,000 American homes or a city of
3.8 million residents in urban India. Together
Vision 2020
with the renewable electricity we’re supplied Renewable Energy & Efficiency Goals
by the grid, 21 percent of our electricity needs
globally are supplied by renewable sources.
In addition to pursuing our aspirational goal to be
When we measure our total renewable
supplied by 100 percent renewable energy, we’re
energy supply, we look at it two ways:
pleased to announce our Vision 2020 Energy Goals.
• Renewable electricity as a portion of total We will take a two-tiered approach by increasing both
electricity needs for our buildings renewable energy usage and energy efficiency with
• Renewable energy as a percentage of total the following commitments:
energy needs for our buildings, including
electricity, natural gas, propane and other Scaling renewables
building energy sources Drive the production or procurement of 7 billion kWh of
renewable energy globally by Dec. 31, 2020 – an increase
Walmart-driven renewable projects provide of more than 600 percent versus 2010.
about 4 percent annually of our buildings’
electricity needs. The grid supplies another
17 percent, for a total of 21 percent renewable
Accelerate efficiency
electricity. Renewable energy served 17 percent By Dec. 31, 2020, reduce the total kWh-per-square-foot
of our buildings’ total energy needs, with about energy intensity required to power our buildings by
14 percent coming from the grid and about 20 percent versus 2010.
3 percent coming from our renewable projects.
Note: Due to the timing of the publication of this report, .

our renewable energy calculations are based on
estimated 2012 energy usage for some countries.
Greenhouse gas (GHG)

Taking steps to reduce emissions
Since 2005, we’ve been taking strategic and focused steps to reduce
greenhouse gas (GHG) emissions from our 2005 base of stores, clubs
and distribution centers around the world by 20 percent by 2012.
At the end of 2011 (the most recent year for which we have complete
data), we’d achieved this goal and anticipate reporting further
progress from this past year. Our success in this area can be attributed
to a variety of factors, including:
• Technological advances in energy-efficiency equipment and projects
• Focused reduction efforts in refrigerant losses
• Reduced carbon intensity of utility power
• Increased deployment and consumption of renewable energy
Walmart tracks its Scope 1 (direct), Scope 2 (indirect) and some Scope 3 (other indirect)
GHG emissions according to the World Resource Institute’s (WRI) GHG Protocol (www.
ghgprotocol.org). Since 2005, Walmart has publicly reported this information annually as
Exceeded 20% part of the Carbon Disclosure Project (CDP). Our most recent response can be viewed at
GHG reduction in our www.cdproject.net.
2005 adjusted base
Scope 1 and 2 GHG Emissions by Market Scope 1 and 2 GHG Emissions

In addition to exceeding a (in million metric tonnes CO2e) (in million metric tonnes CO2e)
20 percent absolute GHG ■ Americas ■ Asia ■ United Kingdom ■ United States
reduction in our 2005 adjusted
16 20.8 20.3 20.6 20.8
base of stores, clubs and 14
15 15 15 15 15 18.9 19.3 20.1
distribution centers, Walmart
continued to demonstrate sig-
nificant decoupling of business
growth from total GHG growth 3 3 3
2 2 2 22 2 2 2
11 11 11 1 1 1 1
in 2011. Since 2005, Walmart’s
total GHG emissions – which 05 06 07 08 09 10 11 05 06 07 08 09 10 11
includes new facility growth
and transportation emissions,
GHG Emissions per Retail Area GHG Emissions per Sales
as well as the existing 2005 (metric tonnes CO2e per 1,000 square feet) (metric tonnes CO2e per $1M USD)
baseline fleet of buildings –
grew at just one-quarter the
25.5
rate of sales and square footage 24.0 23.2 61.0
22.5 21.3 56.0
20.9 20.1 53.9 51.8 50.1
growth. From 2005 to 2011, 49.7 47.0
total GHGs grew 11 percent,
while sales and square footage
grew 44 percent and 40 per-
cent, respectively.
05 06 07 08 09 10 11 05 06 07 08 09 10 11
ouse
Our GHG emissions record
GHG emissions down 20% since 2005

equals
annual emissions from
e
3,000,000 625,000 445,000
metric tons passenger cars average American
households*
*based on carbon equivalence factors available from the U.S. Environmental Protection Agency website.
Refrigerants
Refrigerants account for 13 percent of our total corporate other members of the Consumer Goods Forum to begin
GHG footprint, contributing nearly twice that of the fuel phasing out hydrofluorocarbons by 2015 and to
used in our trucks. Walmart has made targeted efforts to transition toward natural refrigerants. In 2011, we
reduce leakage of refrigerants in our stores, distribution became one of the first retailers in the U.S. to incorporate
centers and mobile refrigerated fleet. These efforts have secondary loop refrigeration systems into all new store
reduced our total refrigerant-related emissions by nearly prototype designs, which drastically reduced the
8 percent compared to our 2005 base facilities. potential for leaks and enabled this transition to natural
refrigerants. As of 2012, more than 125 stores and two
In addition to reducing leaks, we also continue to clubs in the U.S. utilized the natural refrigerants glycol
explore feasible alternatives to conventional refrigerants and carbon dioxide, and we continue to explore other
that have a lower climate change effect. In November feasible alternatives.
2010, our CEO, Mike Duke, signed a resolution along with
Energy efficiency and buildings

Turning on the lights
We leverage our global size and scale to invest in and implement

technology that has the potential to not only reduce our carbon
footprint and save customers money, but also transform the industry.
We began an accelerated program to The three major components of Walmart’s for LED lighting for our sales floors,
replace current T5 fluorescent lights with
LEDs throughout the distribution center
energy consumption in buildings include distribution centers and corporate offices.
network. This effort, combined with the HVAC, refrigeration and lighting. While This is a landmark development, as the
installation of more efficient liquid circula- we’ve made significant progress in each of installation of LEDs on a global scale creates
tion pumps for some refrigeration systems,
led to a decrease of more than 30 million
these areas in recent years, we’ve set the the potential for us to reduce greenhouse
kWh and a savings of more than $2 million. stage to take another step toward clearing gas emissions and energy consumption
The full retrofit of LEDs is expected to be our largest hurdle to date in LED sales over time.
complete in 2016, and the remaining
pumps will be replaced in 2013.
floor lighting.
Just as our successful installation of LED
From the first installations of LEDs in our lighting in freezer cases prompted global
illuminated signage outside our stores in change across the industry, we believe this
2003, to what may have been the first-ever sales floor lighting initiative will inspire results
LED freezer case lighting rollout in 2006, to many times beyond our own. This has the
Recent highlights our continuing transition to LED parking lot potential to impact commercial and public
In 2012 lighting, we’ve led from the front. Although spaces around the world, including stores,
• Addition of doors on all LED sales floor lighting remains our biggest schools, convention centers and more.
refrigerated cases in new and opportunity, it has already become the
remodeled supermarkets in standard in nearly all of our new stores and
Brazil and Mexico. many retrofits in China, India and Japan. In
2012, Walmart Canada made its mark by
• Nearly 300 LED sales floor
retrofitting its Brampton, Ontario, store
lighting retrofits completed
with LEDs.
in Japan.
• 138 stores and clubs in the When this report was published, we were,
U.S. and Puerto Rico were for the first time, leveraging our size and
retrofitted with higher- scale to conduct a global bid with suppliers
efficiency motors in their
While the return on investment for
walk-in coolers and freezers.
many of our efficiency and buildings
• 33 stores in Puerto Rico innovations is relatively quick, it’s not
installed glass doors on their as simple as earmarking dollars. For
medium- and low-temperature example, every specific lighting use
refrigerated cases. and market presents its own unique
challenges and opportunities that
In 2011 must first be taken into consideration.
• Among first retailers in Whether or not the technology is
the U.S. to incorporate available is balanced with utility cost,
the secondary loop We were one of the first companies in the country to test environmental effect, sales/product
refrigeration system in and implement hydrogen fuel cells as a power source for impact and more. We weigh all of these
new store prototypes. our forklift fleet. In 2012, the program expanded from
63 to 255 forklifts at the Washington Courthouse, Ohio,
factors carefully in determining our
facility. At the time of the expansion, we operated approxi- strategic course of action.
mately 16 percent of all hydrogen fuel cells forklifts, the
largest fleet in the world.
Energy: Fleet
Focusing on fleet efficiency
Walmart U.S. Logistics continued to find savings in its transportation

operation, achieving an 80 percent improvement in fleet efficiency
over our 2005 baseline. The combination of new equipment with
better technology and increased system capabilities drove the
10 percent increase over 2011.
658 Million economy,

Across the network, we delivered almost
297 million more cases while driving almost
equipment, maintenance impacts, fuel
access to fuel, overall cost and
Since 2007
life cycle sustainability.
11 million fewer miles in 2012. Had we not
cases delivered•
improved our efficiency, we would have Renewable Diesel: Dynamic Fuels,
driven 70 million more miles to deliver a joint venture of Tyson Foods, Inc. and
658
the additional cases. Every mile not driven Syntroleum Corporation, produces a
is fuel not burned. That efficiency saved next-generation renewable, synthetic
the company and our customers almost fuel from animal fat, grease and
$130 million and avoided emitting almost vegetable oil. Initial track testing for fuel million cases
103,000 metric tons of CO2, the same as economy led to an expanded pilot at a
taking 20,000 cars off the road. DC in Louisiana. The expanded evaluation n
of viability will include all aspects outlined
Testing alternative fuels above for the natural gas testing.
Deliver more
We’ve been active in the search for • Future of Fuels: Walmart is a founding
and testing of viable alternative vehicle member of the Business for Social Drive less
fuels for more than 20 years. Our first test Responsibility (BSR) Future of Fuels Working
298
of compressed natural gas (CNG) as a Group (www.bsr.org/futureoffuels). Future
truck fuel was in 1989 in New Braunfels, of Fuels is a cross-sector initiative that aims
Texas, with a subsequent test in 1993 in to understand the life cycle sustainability
Porterville, Calif. Since then, we’ve tested impacts of the transportation fuel system million fewer miles
several other biodiesels, including waste and identify practical opportunities to
brown grease from our stores, while advance fuel sustainability by:
investing heavily in the electrification • Developing a credible and holistic
of heavy-duty vehicles. framework for understanding the
total life cycle impacts (social,
Current efforts are focused on the following: economic and environmental) of
different transportation fuels.
• Natural Gas: The latest testing of liquid • Developing a shared perspective on
natural gas (LNG) began in 2009 at our how these impacts, considering cost
Apple Valley, Calif., distribution center (DC) and availability, are likely to change
and continues today. In 2012, we were one over time.
of the first companies to receive the new • Based on the above, creating a
Cummins Westport ISX 12-liter engines and common road map for industry
are operating it on CNG in Fontana, Calif. members and partners to promote
The evaluation of both LNG and CNG more sustainable transportation fuels
includes performance and reliability of the and supply chains.
Waste
Reducing waste across our global operations
Our goal of achieving zero waste motivates associates

and suppliers across our global operations every day.
We’ve made strong progress on our commitment to
generate zero waste to landfill, reduce one-time-use bag
waste, and globalize our network of associates who are
focused on delivering business and sustainability results
through waste diversion.
More than three years ago, we created a Our progress allowed us to successfully
team of associates around the world who remove the second compactor from all of
champion waste reduction and keep us our supercenters in the U.S. by July 2012. So
moving toward our ultimate goal. This team while we continue to look for ways to
continuously works to identify opportunity, reduce, reuse and recycle, we’ve
drive innovation, and share their experiences successfully worked with our suppliers and
and best practices. vendor partners to eliminate materials from
becoming part of the waste or recycling
stream in the first place.
Operational waste diversion
The signature operational waste milestone There are many challenges across all the
for Walmart U.S. was recorded in 2011, markets we serve. Some markets such as the
when it prevented 80 percent of the U.K., U.S., Canada and Japan have made
waste generated by its stores, clubs and significant progress on waste diversion. Other
distribution centers nationwide from going markets continue to develop innovative
to the landfill. This achievement alone solutions to address infrastructure needs,
had the potential to prevent more than legislative requirements and market-specific
11.8 million metric tons of CO2e emissions business processes in order to raise their
annually, the equivalent of taking more diversion rates.
than 2 million cars off the road. Walmart U.S.
improved to 80.9 percent reduction in 2012. We remain committed to reducing waste
across our global operations.
• Diverted waste has increased by almost
2 percent (2010 baseline).
• Nondiverted waste has decreased by
more than 10 percent (2010 baseline).
• Total annual waste generated from
operations (diverted and nondiverted)
has decreased by more than 1 percent
(2010 baseline).
We continue to look for environmentally
Reduced responsible solutions, particularly in

markets where we still carry one-time-use
plastic bag
bags. We’re finding ways to incorporate
more recycled materials into one-time-use
waste globally
shopping bags and reinforcing associate
training to ensure optimum use of the ones
by 38.1%
we have, while developing, promoting and
selling reusable bags in our stores. Continually
communicating the importance of responsible
one-time-use bag consumption and recycling
to our customers will drive further success in
Plastic bag reduction this area.
One-time-use shopping bags continue to
represent a tremendous opportunity as we
Food throwaway reduction Plastic bag use
work to reduce waste being sent to landfills,
but we’re making marked progress. In fact, While considerable attention is being paid reduced more than
50%
we recently achieved a signature milestone. to producing more food to meet growing
population demands, one of the most
Since 2008, we have been working to immediate and effective ways to alleviate
reduce our global plastic shopping bag some of the pressure is to waste less of
waste by an average of 33 percent per what we already have. To this end, we’re in Brazil
store by 2013, compared with our 2007 committed to reducing food waste in
baseline. We exceeded that target by our emerging market stores and clubs
reducing bag waste across our global by 15 percent and in other markets by
operations by 38.1 percent, or approximately 10 percent by the end of 2015. The
10 billion bags. following demonstrates a sampling of
our progress:
We achieved this milestone through a
variety of initiatives designed to address the • Our Asda operations are on board
specific needs and habits of customers in with the U.K. government’s Courtauld
every market where we operate. In Brazil, for Commitment, eliminating 2,455 tonnes
example, we have reduced plastic bag of food waste through better forecasting
consumption by more than 50 percent, in our fresh department and another
thanks, in part, to the Responsible Customers 1,059 tonnes by reducing back-of-house
Deserve a Discount program and to over- inventory. We also worked with our
whelming support for reusable bags. In primary milk supplier for Asda to extend
Chile, the largest reductions were recorded the shelf life on standard milk.
following the introduction of a shopping • At Sam’s Club, we rolled out a Fresh Inventory
bag made of 75 percent recycled plastic. In Optimization program in 2011 that has
other markets, we’ve developed associate produced sustained results, reducing
training materials to educate our register food throwaways in 2011 and 2012. In
operators on ways they can contribute to FY2013, we avoided $10.5 million fresh
sustainability and the business by packing food throwaway costs and, at the same
bags more efficiently. time, grew sales by more than 5.1 percent.
Building the Sustainability Index into our business
In 2009, we committed to developing a global Sustainability Index –

a new retail standard for the 21st century. Today, we’re utilizing the
work of The Sustainability Consortium (TSC) to not only integrate
the Index into our business but also tie it to our buyer incentives and
performance evaluations. Our vision for the Index was, and continues
to be, to provide tools for merchants and customers to:
• Improve the sustainability of the products our customers love
• Integrate sustainability into our core business – buying and selling merchandise
• Reduce cost, improve product quality and create a more resilient, efficient supply chain
• Strengthen customers’ trust in us and the brands we carry
TSC recognition The Sustainability Consortium (TSC)

• Scientific American The development of the Index continues to be driven by the work of TSC,
“Top 10 World Changing Ideas” a first-of-its-kind consortium delivering the research, measurement and
• Endorsed by the Consumer reporting systems necessary to understand the products we sell and
Goods Forum engage suppliers around sustainability. TSC actively researches leading
issues, identifies opportunities and develops key performance indicators to
establish a “common language” by which we evaluate product and supplier
sustainability performance while driving innovation where it matters most.
TSC: The global leader in consumer goods

“Those suppliers who sustainability measurement
partner with us in building
a responsible supply chain
will be the suppliers who
115 100
will grow with us.” Organizations Product categories
(members, NGOs, universities) covered by the end of 2012
– Mike Duke, involved with TSC
president and CEO,
Wal-Mart Stores, Inc.
5 $1.5 trillion
Countries combined revenue
with contributing staff and researchers
of TSC members
Business integration 5 percent reduction

As we move deeper into 2013, we continue categories, and we continue to expand in packaging
to integrate the work of TSC and the Index these tools to all buyers. Buyers are using Packaging represents a tremendous
into our business. We began by developing these tools in buy trips, line reviews and opportunity as we work to reduce
scorecards based on TSC’s Key Performance annual business planning, and they have waste, be more efficient and partner
Indicators, which allow our buyers to launched projects across our business to with our supply chain. We work
evaluate supplier performance against the work with suppliers on driving improvements. directly with our suppliers and partner
biggest issues and opportunities across Beginning in 2013, buyers in the U.S. and with leaders in manufacturing,
the life cycle of their products. key leaders in our global sourcing network academia and government, and
will have sustainability objectives on their other key stakeholders to drive
By the end of 2012, we had applied the evaluations to ensure these projects get progress in packaging.
Index to 190 categories, accounting for traction. The Index will also begin to
30 percent of Walmart U.S. sales. More than influence the design of our U.S. private- We’ve been working to reduce
250 of our Walmart and Sam’s Club buyers brand products, which represents another packaging in the products we sell
have been trained on the Index in their significant step forward. by 5 percent by 2013, compared to
our 2008 baseline. We achieved this
milestone through a variety of
Utilizing the Index multiyear initiatives to eliminate
These are a few of the many ways our unneeded packaging components,
buyers are leveraging the Index to engage reduce the mass of our remaining
suppliers and address hotspots. packaging materials and optimize
the performance of the packaging
we use in each product category.
Toys When we began this effort in 2007,
The toy team has integrated the Index there were no effective packaging
into its regular business meetings, includ- reduction metrics used commonly
ing reviewing results and discussing within the packaging or retail
improvement opportunities with suppliers
on buy trips to Asia in October 2012 and
Grain-based items industries, but working with pack-
Several of our buyers are collaborating aging manufacturers, consumer
at buyers unit breakout sessions at products companies and a group
with suppliers to map the grain supply
Walmart’s Year Beginning Meeting. of government entities and NGOs,
chain and develop regional approaches
to fertilizer optimization, a key hotspot we developed the Walmart packaging
Adult beverages highlighted by the Index. This project scorecard and the methodology for
The adult beverage merchandising includes hot and cold cereal, crackers and measuring and improving the envi-
team recently hosted a summit to bring cookies, commercial bread, refrigerated ronmental impact of the packaging
sustainability teams together with our dough and cream cheese, and more. we use.
suppliers for discussions on key Index
hotspots, including water, fertilizer By focusing on the GHG emissions
and packaging. that result from each unit of
packaging we use, our suppliers
have partnered with us to reduce
the overall GHG impact of our
Consumer engagement packaging by an average of
In addition to driving improvement across our supply 9.8 percent in our Walmart U.S.
chain and integrating this into our business, we believe stores, 9.1 percent in our Sam’s
the work of TSC will one day allow us to engage our Clubs in the U.S. and 16 percent in
customers through industry-leading transparency into our Walmart Canada stores.
the sustainability of products. It will provide them with
information about products in a simple, easy-to-
understand manner, helping them save money while
they help their families, and the world, live better.
Sustainable agriculture
As the world’s largest grocer, we have an opportunity and the
Food production must
responsibility to use our global scale and resources to play a
increase roughly
significant role in contributing to solutions for one of the most
70 percent to feed
the estimated 9 billion important issues facing our world today.
people who will inhabit
the planet by 2050. We’ve set out to form direct connections between farmers
and markets, reduce food waste, motivate farmers to optimize
(Source: U.N.) agricultural inputs and sustainably source key agricultural
products. By doing so, we’re strengthening local farmers and
economies, while providing our customers around the world
with long-term access to affordable, safe and sustainable food.
Support farmers and Produce more food Sustainably source

their communities with fewer resources key agricultural products
and less waste
Support farmers and their communities

Our vision is to engage with small and We initially focused on where we have the
medium-sized emerging-market farmers most direct relationship with growers in our
and support the sustainability of their emerging market retail operations – our
farming practices and their ability to gain produce business. In 2012, we sold an
market access. Since we announced our estimated $380 million in produce sourced
sustainable agriculture and women’s from 15,500 small and medium-sized farmers
economic empowerment commitments, in our Argentina, Brazil, Central America,
Commitment: we’ve made considerable progress and Chile, India and Mexico retail operations.
Sell $1 billion continue to invest in the relationships
sourced from and resources that will benefit small and In consultation with development
1 million small medium-sized farmers and their communities. organizations, we define small and
and medium-sized medium-sized farmers as those with
10 hectares or less, with the exception of
farmers in emerging Small and medium-sized farmers upper-middle-income countries, where
markets by the end Increased agricultural productivity and agricultural holdings are generally larger.
of 2015 market linkages for small and medium-
sized farmers are important in addressing We’re now expanding our engagement
the critical issue of food security facing our to include staple and cash crops, such as
world. That’s why we committed to selling cotton, that depend on smallholder
$1 billion sourced from 1 million small and farmers. Within these crops, we’re focused
medium-sized farmers in emerging markets on select private-brand categories such as
by the end of 2015. coffee, cashews and apple juice, and cotton
towels and bedding. Private brands are
those sold under our house brands such Focus on training

as Great Value, Daily Chef and Mainstays. In 2010, we committed to training 1 million
Taking steps to establish visibility will help farmers and farmworkers, of which we
us identify opportunities for increased
Training highlights
expect half to be women, in emerging
efficiency and engagement with • In collaboration with the
markets by the end of 2015. The following
these growers. nongovernmental organiza-
year, we announced our Women’s
tion TechnoServe, we launched
Economic Empowerment platform and a
the Ezemvelo Direct Farm
Measuring income impact complementary goal of training 500,000
Programme in South Africa
women in the agriculture value chain in
We’re focusing on measuring the impact by providing technical assis-
emerging markets by the end of 2016.
on farmer income in retail markets with the tance to small and medium-
We’ve aligned the two goals and have
largest number of smallholders. In China, sized farmers in the areas
expanded the scope to include a broad
the University of California, Davis, and the of crop selection, planting
range of agricultural products including
Chinese Center for Agricultural Policy are calendars and more. We’re
staple and cash crops such as cotton. By
working together to conduct an income now sourcing the first
the end of 2012, we had contributed to
assessment of produce production bases harvests from these farmers.
training 150,000 farmers and farm workers,
that supply Walmart China and other retailers. • Walmart and the Walmart
of which about 33,000 – or 22 percent –
Their research includes developing an Foundation are working with
were women. We have funded additional
income scorecard, a cutting-edge method 9,400 small and medium-
training projects in China, Brazil, Nigeria
for measuring farmer income compared with sized vegetable farmers in
and India, and continue to search for
conventional development measurement India to address productivity
opportunities to invest in meaningful
methodologies. In the coming year, the gaps and supply chain ineffi-
projects targeting women.
University of California, Davis team will ciencies in Delhi/NCR, Punjab,
work with us to evaluate the feasibility of Haryana, Himachal Pradesh,
conducting an income assessment in a Uttar Pradesh, Rajasthan,
second market. Maharashtra, Karnataka and
Andhra Pradesh.
Produce more food with fewer resources and less waste

Investment in cold chain
Globally, we’re in the process of investing
more than $1 billion between 2010 and
2015 in our global fresh supply chain. This
investment will allow for the delivery of
fresher, higher-quality food with a longer shelf
life, in a cost-effective and reliable manner.
Through the end of 2012, we invested

$535 million into our global fresh supply chain.
The primary investment for fresh supply chain
is in new or expanded distribution center
capacity, with secondary investment in refrig-
erated trailers. During the second half of 2012,
we opened a state-of-the-art distribution
center in northern England, and more than
$300 million was approved for new or
expanded distribution centers in Chile,
England, Japan, Mexico and the U.S.
Sustainable agriculture continued

Leveraging the
The sustainability hotspots associated The following details some of the critical
with many fresh and dry food products tend hotspots we’re working to address in the
to occur far upstream in agriculture and area of milk production:
ranching. So we’re utilizing the Sustainability
• Enteric methane from dairy cows:
Index and working closely with those
Enteric methane from ruminants,
upstream producers to make progress in
such as dairy cows, contributes to
reducing environmental impact and
climate change and photochemical
improving sustainability.
ozone formation.
Many of these issues are related to specific • Dairy processing, energy use: Energy
inputs, such as water, fertilizer, land is consumed in the processing and
conversion and energy. The valuable refrigeration of milk, which directly
information available through the Index contributes to ozone-depleting emissions.
is helping us understand what programs • Land transformation and forest clearing:
and practices our suppliers have in place Removal of land cover affects habitat and
and what additional steps can be taken changes soil temperature and moisture,
to ensure the responsible use of these which causes declines in terrestrial and
resources. These efforts continue in soil species. Sedimentation and changes
products ranging from cereal to wine. in water temperature from land cover
removal result in loss of aquatic species.
Sustainably source key agricultural products

Seafood
Over the past half century, demand for seafood Walmart U.S. and Sam’s Club support
has increased fivefold, with estimated three- 16 fisheries that participate in credible public
quarters of the world’s fisheries at or beyond fishery improvement projects: Russia Far East
sustainable limits. Meanwhile, an estimated crabs and Guyana Seabob are new Fishery
1 billion people rely on fish as their primary Improvement Plans (FIPs) catalyzed by our
source of protein, while another 200 million commitment. Merchants have adjusted sourcing
depend on the industry as their main source locations on several species to support fisheries
of income, according to seafish.org. with improvement plans. As of Feb. 1, 2013,
69 percent of all wild fish being purchased
Walmart U.S. and Sam’s Club require all fresh are either MSC certified or under assess-
and frozen, farmed and wild seafood suppliers ment. Twenty-one percent of wild fish
to become third-party certified as sustainable, being purchased have initiated creditable,
using Marine Stewardship Council (MSC), Best public FIPs. Nine percent of all wild fish
Aquaculture Practices (BAP) or equivalent being purchased have plans initiated to
standards. We require currently uncertified move toward FIPs.
fisheries and aquaculture suppliers to develop
work plans to achieve certification.
Walmart Brazil also established a relationship

with The Nature Conservancy (TNC) to
develop a responsible cattle-raising model
in the São Félix do Xingu region in Pará
state. This municipality has the largest beef
herd in Brazil and significant conservation
value for the Amazon. This work will be
developed over the next three years.
Palm oil
Beef The demand for palm oil in thousands of
As a country, Brazil is the second-largest everyday products has contributed to
producer of beef and has been the top significant deforestation around the world.
global exporter since 2004. Beef cattle Our ASDA business leads our Global Palm
production represents the leading Oil Project, focused on sourcing only
driver of deforestation in the Amazon, sustainable palm oil for all proprietary
so Walmart Brazil is leading our global brands across our global operations by
corporate initiative to ensure we lead the end of 2015.
responsibly on this critical issue.
Since 2011, all palm oil used by ASDA has
In 2012, Walmart Brazil developed our been sustainably produced. In addition,
Amazon Beef Risk Management Platform, Sam’s Club became the first retailer in North
which will continually be updated with America to introduce a product featuring
the public and geographical information the Roundtable on Sustainable Palm Oil’s
necessary to address supply chain risks (RSPO) Sustainable Mixed Palm Oil logo. And
specific to Brazil. we remain focused on expanding our reach
further than our own usage. In 2012, we:
• Determined 30 percent of the Brazilian
beef processing plants that supply • Established a relationship with World
Walmart Brazil are in the Amazon biome. Wildlife Fund (WWF), RSPO and the
Consumer Goods Forum to hold a
• Mapped the social and environmental
summit to bring major companies
risks of the municipalities within a range
together to focus on mutual support
of 300 km, based on the following
of common goals.
criteria: deforestation, indigenous lands,
protected areas, embargoed areas and • Produced a catalog detailing the availability
slave labor cases. of sustainably produced palm oil across all
Walmart markets – an industry first.
• Registered one supplier and 71 ranches
(productive units) that supply slaughter- • Piloted RSPO’s greenhouse gas calculator
houses with cattle. with a major grower in Central America
and initiated critical improvements.
Supply chain GHG

On target to reduce GHG emissions by
20 million metric tons
Our goal to eliminate 20 million metric tons (20 MMT) of greenhouse
gas (GHG) emissions from our global supply chain over five years by
the end of 2015 is purposely aggressive. With supply chain GHGs
being many times larger than Walmart’s direct emissions, seizing the
opportunity to leverage our size and scale to positively impact the
world requires innovation.
This trailblazing commitment to supply In partnership with our suppliers and

chain sustainability meant there was no customers, we’ve eliminated more than
predefined road map to success. Even the 2.3 MMT of GHG emissions. We project
smallest of projects involves trust partners our implemented and near-complete
and often complicated implementation innovation initiatives will deliver more than
plans, and can take more than a year to a cumulative 8.5 MMT of GHG emissions
launch. We’ve learned a lot and have by 2015 and more than 16.5 MMT by 2020.
adjusted our course more than once, but We’re confident that our broader portfolio
we’re proud of the results coming that will of innovation projects has the potential to
soon begin to multiply many times over. meet our goal by 2015.
Lessons learned
Along the way, we’ve learned several valuable lessons that have become instrumental in our everyday work toward this goal:
Balance driving innovation Balance risk and opportunity Leverage the

with accounting High-risk, high-reward initiatives include Sustainability Index
It’s crucial to make sure we quantify in a systemic innovations such as driving The Sustainability Index rollout to
credible fashion, but we also need to be agricultural efficiency and creating markets hundreds of merchants and categories
nimble enough to drive sustainability for wasted materials. Examples of smaller- at Walmart has built momentum
innovation. For each GHG Innovation scale projects that cumulatively make a big and revealed new GHG innovation
project, we develop the best set of difference include packaging reductions opportunities. For example, the personal
assumptions and methodologies we can and retreading tires. computers scorecard identified energy-
in partnership with key NGO partners saving opportunities for our consumers
such as the Environmental Defense Fund. that we believe could reduce GHGs by
Capture and celebrate
Recognizing that we’re accurate but approximately 75,000 MT.
maybe haven’t anticipated every innovations
contingency, we plan to make our We celebrate success stories and recognize
key assumptions available online at the suppliers who help make them possible.
www.walmartsustainabilityhub.com. At www.walmartsustainabilityhub.com,
our suppliers and others can communicate
these stories.
Projections and sampling of project portfolio

Implemented projects
Food waste CDP Associate engagement
2 MMT achieved, 4 MMT projected by 2015, 125,000 MT achieved, 16,000 MT projected Through the My Sustainability Program
and 7.5 MMT by 2020 by 2015 (MSP), our associates have reduced GHG
emissions by more than 1,000 tons of
Our landfill diversion program (see Walmart entered into a partnership with CO2e by pledging to walk or bike to
page 60 waste section of GRR) avoids CDP Supply Chain in 2006 to encourage work, reduce shower time, wash clothes
methane emissions by composting food our suppliers to disclose the emissions in cold water and replace incandescent
and offsets the carbon footprint of some associated with the products sold in our light bulbs with more efficient CFLs.
food production by donating to Feeding stores. To date, Walmart has influenced These activities have saved our associates
America. For every five pounds of chicken more than 22 energy-efficiency projects close to $200,000 on their collective
we donate, we eliminate 24 pounds of at our suppliers, resulting in more than energy bills.
CO2e that would have been produced at 125,000 tons of GHG reductions.
a landfill and was needed to bring that
chicken to our stores. PET thermoform
75,000 MT achieved, 450,000 MT projected
Walmart Brazil End-to-End by 2015, and 1 MMT by 2020
3,000 MT achieved, 12,000 MT projected
by 2015, and 27,000 MT by 2020 Walmart Canada teamed up with
industry partners to remove additional
Walmart Brazil has challenged its barriers to recycling nonbottle plastics:
suppliers to improve the sustainability of difficult to remove labels, use of
their products and packaging through fluorescent materials and mechanical
the End-to-End program. Many suppliers issues at recycling facilities. Canada
met the challenge, including Ambev, a recently reported that 100 million pounds
leading beverage supplier, by increasing of nonbottle PET material was diverted
recycled content of its Guaraná Antarctica from landfills in 2012, compared with only
PET bottle to 100 percent. This reduced 8 million pounds two years earlier.
emissions for this brand by more than
500 tons of CO2e.
System innovation
As we proceed to the completion of the goal, we’ll focus our efforts on the big-ton GHG opportunities, including:
Fertilizer optimization Recycled plastics Factory energy efficiency

As the largest grocer in the U.S., we We require a significant amount of Significant energy and cost savings are
recognize the importance of a safe, plastic packaging to properly secure possible at many of the international
affordable and sustainable food supply. the products we buy and sell. We aim to factories that produce the products we
We aim to build on the heritage of U.S. support market-driven efforts to increase buy and sell. We’re actively exploring
agriculture by asking stakeholders and the supply of recycled plastic available by opportunities to leverage our scale in
suppliers to develop, support and adopt partnering with suppliers, recyclers ways that integrate energy-efficiency
tools, programs and information that help and municipalities. technologies and practices into
producers optimize nitrogen use, yield standard business procedures.
and profitability.
Company responsibility
T
he values our founder, Sam Walton, built
our company on have fostered a unique,
thriving corporate culture rooted in integrity.
Our customers trust us to be their advocate. Our
suppliers trust us to be an equitable partner. And as
Walmart associates, we trust one another to uphold
our Basic Beliefs every day.
Respect for individuals – We embrace differences, encourage

thoughts and ideas, and treat customers, suppliers and fellow
associates with respect.
Service to our customers – We can exceed our customers’
expectations if we give them superior service at every opportunity,
provide the quality products they want at low prices and create
a friendly, efficient shopping experience.
Strive for excellence – We embrace change and constantly
reach further to learn from experience and – built on a foundation
of integrity – bring new ideas and goals to life.
Stakeholder engagement
We’re committed to engaging all our stakeholders, both internally
and externally, to become the most sustainable, responsible company
we can be. By listening to, partnering with and considering the
perspectives of our associates, customers, shareholders, academic
leaders, government, NGOs and even our competitors, we’re truly
saving our customers money so they can live better.
Our engagement with each stakeholder group differs and, in an

effort to adapt to changing needs and issues, continues to evolve.
As we pursue our corporate responsibility goals, we intend to further
strengthen these relationships. Together, we’re establishing
transparency and enhancing our relevancy with the customers
and communities we serve.
Key stakeholders Associates NGOs

Regular communications and engagement, Regular meetings with NGOs to find
via channels including our WalmartOne. common solutions in order for our efforts
Associates com site, monthly associate magazine, to exceed anything we could achieve
Associate Engagement Surveys and the alone. We discuss strategy development,
Customers Open Door. All associates are eligible execution and best practice sharing.
for an annual evaluation. Through the
NGOs performance management program,
managers and associates engage in open, Shareholders
Shareholders transparent and ongoing conversations Quarterly and annual financial reporting,
to provide clarity on performance annual meeting of shareholders, periodic
Suppliers expectations, as well as to identify individualized mailings and conference calls
learning and growth opportunities. among senior management, investors, and/
or analysts and rating firms. In addition, we
hold three full-day interactive meetings
Customers with the investment community each year
Daily engagement with customers in our to discuss company strategies.
stores and clubs, and through select social
media outlets, including our sustainability
blog, walmartgreenroom.com. We also Suppliers
conduct customer satisfaction surveys Regularly engage with suppliers to promote
on a regular basis. and institute sustainability solutions.
Major projects from 2012 include the
Sustainability Index, supply chain
greenhouse gas (GHG) program and
sustainable agriculture.
Stakeholders are encouraged to

learn more about our corporate
responsibility by going to our
website at corporate.walmart.
com/global-responsibility.
In addition, we encourage
people to contact us at
cassr@wal-mart.com.
Sustainable Value My Sustainability Plan (MSP) Stakeholder forums

Networks (SVNs) Through MSP, associates make voluntary
commitments to improve their health,
Our SVNs are teams of associates, suppliers,
environment, communities and lives,
Sustainable Value
academic leaders, government, NGOs and
others who help us better understand which often inspire solutions toward our Networks (SVNs)
sustainability challenges and create corporate sustainability goals. We provide
market-based solutions. structure and resources to help associates Live Greener Working
achieve their sustainability goals. Group (LGWG)
Live Greener Working
Group (LGWG) Multistakeholder collaborations My Sustainability Plan
The LGWG is a group of NGOs that Walmart We actively support industry efforts to (MSP)
collaborates with monthly to make progress drive sustainability in consumer goods
in areas including climate change, poverty supply chains. These efforts, such as The Multistakeholder
and resource degradation. We’re proud Sustainability Consortium (TSC), Retail collaborations
of our part in this new movement of Industry Leaders Association (RILA) and
cooperation between companies and Consumer Goods Forum (CGF), allow
sustainability experts. us to collaborate with and engage
our suppliers and competitors in
industry-wide sustainability initiatives.
Currency exchange Report structure Customer communications

Foreign currency conversions have The structure of this report was based Our legal department verifies that
been made using the average exchange on the company’s pillars for sustainability. Walmart’s advertising campaigns are in
rate from Feb. 1, 2012–Jan. 31, 2013. The social and environmental indicators compliance with applicable consumer
As a global company, we highlight the were obtained by internal survey and protection laws, advertising regulations
performance of our global markets, checks without the participation of and industry self-regulatory guidelines.
as well as the efforts taking place external auditing.
throughout our supply chain.
Governance
We continually benchmark with other companies
around the world and across industries to ensure
best-in-class processes at Walmart. We’re proud of
our corporate governance policies and continue to
strengthen our practices where appropriate.
In our governance structure, the CEO is Governance Committee, (3) the Global
responsible for the general management, Compensation Committee, (4) the Executive
supervision and control of the business Committee, (5) the Strategic Planning and
and affairs of our company, including the Finance Committee, and (6) the Technology
Consistent with our execution of all board directives and and eCommerce Committee. Each committee
commitment to resolutions. Our chairman presides over all is governed by a written charter, which
sustainability and to meetings of the board and shareholders, outlines its specific roles in our company’s
and advises and counsels the CEO and governance and achieving our company’s
our responsibility as a other officers regarding our business business objectives.
global corporation, our and operations.
board has assigned Consistent with our commitment to
We believe our separate CEO/chairman sustainability and to our responsibility as a
oversight of these areas structure is the most effective leadership global corporation, our board has assigned
to the Compensation, structure for Walmart shareholders. It allows oversight of these areas to the Compensation,
Nominating and our CEO to focus on managing our complex Nominating and Governance Committee.
daily operations and our chairman to address This committee advises management
Governance Committee. matters related to the responsibilities of regarding social, community and sustainability
the board. Our board added an additional initiatives, as well as our company’s charitable
meeting in 2012 to provide more face-to- giving strategy and legislative affairs and
face interaction with management. public policy engagement strategy. Our
directors hold us to a high standard of
We recognize the importance of board integrity and transparency in our service
independence. The majority of our directors to our customers, associates and shareholders.
For additional information on are independent in accordance with the
corporate governance policies requirements of the New York Stock From the beginning, our values – integrity,
and practices, please visit the cor- Exchange. Our directors serve on one or opportunity, family and community,
porate governance section of our more of the six committees of the board: purpose and responsibility – have served
website at http://stock.walmart. (1) the Audit Committee, (2) the as our core strengths and will continue to
com/corporate-governance. Compensation, Nominating and drive our success moving forward.
U.S. public policy

Public-Private Hunger SNAP/WIC Summit reduction of greenhouse gas emissions
Partnership In July 2012, we hosted state and and improved quality of life were
federal regulators at our corporate awarded the highest honors. Recipients
We are a founding member of the
offices in Bentonville, Ark., to discuss the are chosen by an independent panel of
National Conference of State Legislatures
importance of providing fresh, healthy judges appointed by the conference. The
(NCSL) Hunger Partnership. The Hunger
food options for Supplemental Nutrition 2012 winners include Grand Rapids,
Partnership was created in late 2010 to
Assistance Program (SNAP) and Women, Mich., and Beaverton, Ore.
raise the visibility of hunger in America
and improve the availability of healthy Infants, and Children (WIC) customers.
food for hungry families. The Hunger Additional partners participating in the Alliance for Mainstreet Fairness
Partnership has created a strong and summit included the Food Marketing
We’re a member of the Alliance for
vibrant network of legislators, legislative Institute (FMI), Food Research and Action
Mainstreet Fairness, a coalition of small
staff and private sector partners to identify (FRAC), Nestlé and Abbott Nutrition.
and large retailers, business organizations
innovative and successful programs. NCSL It provided a forum to discuss how
and community leaders dedicated to
staff, led by the Hunger Partnership, has Walmart can partner with state agencies,
ensuring sales tax laws are up to date and
crafted bipartisan, balanced and concise vendors and retail organizations to
fair for all business. An online-only sales
materials and mechanisms to support ensure better delivery of benefits and
tax loophole currently disadvantages
legislators in their efforts to reduce experience to the customer.
local businesses and puts those businesses
hunger in America. At NCSL’s 2012 at risk; we’re working to level the playing
Legislative Summit, Walmart led a
U.S. Conference of Mayors’ field. Twenty states have enacted eFairness
Hunger Partnership session entitled and/or consumer-use laws since 2008.
“What Americans Think about Hunger.” Climate Protection Awards
Legislation has also been introduced in the
This outlined the thoughts of Walmart Since 2007, we’ve sponsored the U.S.
U.S. Congress to remove outdated barriers,
Moms and what they perceive as the Conference of Mayors’ Climate Protection
allowing government policy to treat all
most effective way to combat hunger Awards. These awards recognize cities for
businesses equally. The work done by the
and encourage healthy eating choices. their efforts to curb global warming
Alliance helps protect local companies
through energy-efficiency measures.
that create jobs and make investments
Cities that displayed exceptional mayoral
in our communities.
leadership, creativity and innovation,
Political engagement
Throughout the last year, we have worked to strengthen our In addition, we have policies and oversight in place to
commitment to provide additional transparency to our political comply with federal, state and local laws and regulations
engagement. This process led to the inclusion of this important relating to the reporting requirements of corporate political
issue in the 2013 Global Responsibility Report. Also, on contributions. Links to other publicly available information
February 8, 2013, the Walmart board of directors voted to amend concerning our federal policy-oriented activities in the
the charter of the Compensation, Nominating and Governance United States, such as federal lobbying disclosure reports, can
Committee, adding to its responsibilities and obligations the be found at lobbyingdisclosure.house.gov and soprweb.
review and oversight of the company’s legislative affairs and senate.gov, which are maintained by the U.S. House of
public policy engagement strategy, including information Representatives and the United States Senate.
about political contributions.
The above links, as well as a link to our corporate government
Wal-Mart Stores, Inc. Political Action Committee for relations policy, are available on our public-facing Walmart
Responsible Government (WALPAC) is the primary vehicle corporate website, and additional information can be found
for financially contributing to the political process. WALPAC at the 2013 GRR microsite http://corporate.walmart.com/
is solely funded with voluntary contributions from eligible microsites/global-responsibility-2013.
associates. To access information about contributions made
from WALPAC, please go to www.fec.gov and search the
appropriate disclosure database for “Walmart.”
Ethics and integrity
We proactively promote ownership of our

culture of integrity to all associates and
stakeholders globally. The Global Ethics Office
was established in 2004, and is committed
to evolving with the company by ensuring
that the tools and resources we provide stay
relevant, while promoting and recognizing
ethical decision-making across our operations.
Integrity in Action Award

We developed our Integrity in Action Award program to recognize
associates who demonstrate integrity through consistent actions and
words and inspire other associates to always do the right thing. By sharing
“Personal and moral integrity is one associate stories, the program fosters and sustains our culture of integrity
of our basic fundamentals, and it that has and will continue to drive our success.
has to start with each of us.”
The Integrity in Action Award program is based on voluntary nominations
– Sam Walton received from our associates. Global votes determine an award recipient
from each country for the most inspiring associate. In 2012, we received
more than 4,800 nominations and 207,000 votes from our associates around
the world.
The following market recipients traveled to our corporate office in

Bentonville, Ark., to receive their awards from Cindy Moehring, senior vice
president and global chief ethics officer:
• Gwen Beck, group benefits manager, Africa

Most inspiring
• Eduardo Carvajal Moreno, sports associate, Argentina
associate stories
• Sandra Tafula de Freitas, product manager, Brazil
4,800
• Hector Herrera, cart attendant, Chile
• Liu Jian, supervisor, office supply department, China
Nominations • Lok Nath, floor associate, India
• Masayuki Higuchi, distribution center chief manager, Japan
207,000 • Eva Martinez Lucio, waitress, Mexico
Votes • Indira Chauhan, ethical trading, U.K.
• Kassie Zimmerman, RSR lift driver, U.S.
• Jenny Huang, senior business analyst, Global Sourcing
“We have a commitment to deliver to

our customers, our shareholders and
ourselves that we operate and we lead
this organization in the most ethical
manner that we can.”
– Bill Simon, president and CEO,
Walmart U.S.
Leadership Speaks series integrate consistent ethics content in:

Our Leadership Speaks series is designed (1) new associate orientation materials
to provide globally applicable messages for field and Home Office associates,
to associates about the importance of (2) Statement of Ethics e-learning modules
integrity at Walmart. The platform provides for newly hired and existing Home Office
executives and external speakers the associates, and (3) instructor-led ethics
opportunity to share stories and discuss training for newly hired or promoted officers
experiences and challenges in ensuring our and other Home Office associates. WalmartEthics.com
values and culture are consistently applied redesign
and upheld across all markets, while Significant accomplishments made in
recognizing the various cultural differences. implementing these foundational elements In 2012, we redesigned our online
include developing consistent e-learning helpline at www.walmartethics.com
In 2012, we hosted two sessions in which and instructor-led ethics education content to provide associates with a single
11 executives shared experiences related to for use in global markets. We implemented resource to access ethics-related
integrity and culture. In May, members of the Statement of Ethics e-learning module materials in 14 languages via their
the Sam’s Club leadership team participated in 80 percent of our corporate offices and in desktop and mobile devices. Site
in a panel for more than 350 associates, Global Sourcing, with plans to achieve full traffic has increased by 75 percent,
while Walmart U.S. leadership gathered implementation in 2013. We also created a June 1, 2012, to Jan. 29, 2013,
in October to share with more than 500 consistent ethics education experience for compared with June 1, 2011, to
associates at the corporate headquarters in associates in the U.S. Home Office and field by Jan. 29, 2012. We also improved
Bentonville, Ark., and via satellite and video expanding the audience reached through user experience by refreshing
on demand to more than 700 associates, e-learning and instructor-led training, and frequently asked questions and
including 15 regional offices. refreshing content in new associate customized images to reflect the
orientation programs. individual markets.
Ethics education In addition to focusing on the implementation

The company focused on promoting of the foundational elements, we enabled the
integrity globally as an everyday behavior U.S. business to integrate ethics education into
in 2012 by building toward a globally functional-area training. This enhancement
consistent ethics education experience for provides area-specific ethics education for
associates and integrating ethics content U.S. Home Office and U.S. field associates in
into existing functional-area training. areas such as Logistics, AP, HR, Merchandising
and Operations.
We made progress on a multiyear project
focused on implementing foundational
ethics education elements in our global
markets. These foundational elements
Compliance
Walmart global compliance
We’ve embarked on a journey to develop the finest compliance
program in the world – a risk-based program that leverages
technology and sets the standard for global companies. This effort
brings together associates from each of the markets in which we do
business to focus on a global approach to compliance.
To accomplish this, we’ll leverage our core

values, our people and our commitment to
get better every day. We’re further integrating
compliance into the processes and systems
embedded in the company. By building
45,383 43,413
compliance into what we already do well,
37,796
we’ll efficiently manage our compliance
29,025
risks in a consistent and sustainable manner.
23,028
As part of these efforts, Wal-Mart Stores, Inc.

has appointed a new global chief compli-
08 09 10 11 12 ance officer, chief compliance officer for
Walmart International and a global privacy
Total Contacts by U.S. Regulators
officer. These compliance leaders have more
than 60 years of combined compliance
experience. Their efforts will be magnified by
fully dedicated compliance and anticorrup- In 2012, we completed more than 120,000
tion professionals in the markets where we facility audits to monitor and respond to
do business. environmental, OSHA, food safety, privacy,
57%
financial services and other regulatory
52% requirements. We also underwent more than
U.S. corporate compliance:
38% 43,000 visits or inspections by regulators.
The right way, every day Our proactive compliance efforts resulted
28% 26%
The U.S. Corporate Compliance team supports in a significant decrease in the number
proactive compliance with policies, processes of inspections that identified needed
and procedures that protect our customers, improvements at a store or other facility.
08 09 10 11 12 associates, communities and the environ-
ment. Our “Right Way, Every Day” operating
Percent of U.S. Regulator philosophy creates and sustains a culture
Global Food Safety
Contacts with Exceptions of compliance across our organization and Initiative (GFSI)
allows us to provide products that are At Walmart, we’re proud of the way we work
affordable and meet safety and legal stan- with our suppliers to make a greater positive
dards. We seek to continuously improve by impact. In December 2007, Walmart became
evaluating our programs for effectiveness. the first U.S. retailer to require all private-brand
suppliers and select categories of national-
brand suppliers to certify that they meet at
More than 5 million food safety checks per month
least one of the Global Food Safety Initiative SPARK system SPARK features
(GFSI) internationally recognized food safety • Web-based alerting to
To assist our associates in executing critical
standards. Since implementation of this conduct scheduled food
food-safety-related tasks in our stores and
requirement, thousands of manufacturing safety checks
clubs, we’ve adopted leading-edge
facilities around the world have achieved
information technology tools, including • Icon-driven tasks tied to
certification based on our request.
Sustainable Paperless Auditing and Record our key message (the Food
Keeping, or the SPARK system. Utilizing the Safety High Five)
To further understand the impact our newest handheld technology, Bluetooth
requirement has had on the food industry, • Prompted corrective
communication and state-of-the-art,
Walmart commissioned a research study actions
temperature-measuring devices, we’ve
by the University of Arkansas to quantify enhanced our food-safety management • Real-time reporting and
the impact on food safety being made by system at the front line, serving our customers. data capture
this global initiative. In the blind study
published in the Journal of Food Protection
The SPARK handheld system allows us to
( Vol. 75, pp. 1, 660-1, 672), 174 suppliers
manage food safety with the highest level of
representing 406 manufacturing facilities
confidence and visibility. It provides us the
were asked specific questions about their
tools and data to react expeditiously to
opinion on the effectiveness of the GFSI
changing regulations and focus our resources
certification process and why they chose
on the real risks associated with foodborne
to pursue certification as well as basic
illness. Additionally, by converting more than
company and product information.
5 million monthly food-safety-related checks
and tasks to the SPARK system, we have
The results of the survey showed that eliminated the need for cumbersome, paper-
achieving certification on one of the GFSI based food-safety systems.
benchmarked schemes resulted in several
benefits for the food manufacturers. Suppliers
Providing innovative technologies, such as
agreed that GFSI benchmarking resulted
the SPARK system, to our associates not only
in more thorough documentation of their food
results in greater efficiencies in our business
safety management system. Suppliers also
but provides a platform for changing
perceived that the safety of their products
undesirable food safety behaviors while
was improved by adopting one of the GFSI
reinforcing those positive behaviors we
benchmarked schemes. Based on the results
strive to attain each and every day.
of this survey, it is clear the adoption of the
GFSI requirement by Walmart helped to make
both their suppliers and their products safer.
Compliance continued
Financial services U.S. environmental services recycling income
Providing customers financial services and Our continued commitment to developing
products at Everyday Low Prices in a safe and optimizing sustainable and compliant
environment is central to our business. We environmental service programs is the right
continue to emphasize the importance of thing to do for our customers and
associate awareness in our consumer fraud communities, and has also been proven to
prevention efforts. From 2011 to 2012, the be a competitive advantage for Walmart. In
number of associates trained in our several areas, including the management of
financial services business increased from materials such as used cooking and motor
33,520 to 61,691. In addition, we continued oil, spent lead-acid vehicle batteries and
to make investments in compliance tires, we have moved from the expense of
technology, including upgrades to our environmentally unfriendly disposal to the
anti-money-laundering software platform. generation of income through recycling.
This has resulted in quality improvements and
greater efficiency in our investigative and These sustainable practices have become
Hazardous Waste from
Retail Facilities reporting processes. major incentive components of performance-
(in millions of pounds) based contracts for environmental services in
our stores and clubs. These contracts have
2012 8.3 Environmental compliance been key in developing programs that
We’re committed to preserving our natural
strengthen compliance efforts by identifying
2011 9.5 resources and achieving full compliance
the right solution to meet specific compliance
with all applicable laws and regulations. Part
needs. The combination of sustainable
2010 11.7 of that commitment is ensuring that all of our
practices and rising commodity values has
facilities operate in compliance with federal,
allowed Environmental Health & Safety
state and local environmental laws, including
(EH&S) Compliance to manage recycling
2012 Environmental the management of environmental-related
Compliance Inspections
and service programs to leverage costs
services across the country. Our more than
and generate rising income year over year.
61% 4,500 retail facilities in the U.S. were the
No deficiencies subject of more than 1,800 compliance
35% inspections by environmental regulatory Product safety
Minor deficiencies agencies in 2012. No deficiencies of note At Walmart and Sam’s Club, we’re committed
4% were found in 95 percent of environmental to providing our customers and members
Corrective action inspections, with less than 5 percent with safe and affordable merchandise. We
resulting in a corrective action. work hard to offer low prices so our
customers can live better, but never at the
EH&S Compliance U.S. hazardous waste minimization cost of safety. We understand that safety
Recycling Income is among the top considerations of our
(in millions of dollars) In 2012, Walmart and Sam’s Club retail
customers and members when choosing
facilities achieved a hazardous waste reduc-
FYE13 36.3 products, and we assure them we’re working
tion of 12.5 percent over the prior year, a
closely with our suppliers and government
decrease of more than 1 million pounds. As
FYE12 29.8 agencies to ensure our products meet or
the graph shows, this follows a multiyear
exceed regulatory standards.
trend of reductions. We attribute these results
FYE11 15.2 to enhanced training and execution of envi-
ronmental programs at our stores and clubs. If a customer or member has purchased a
product they feel is unsafe or defective,
they should stop using the item and call
our customer relations department at
1-800-Walmart (1-800-925-6278) for
Walmart, and 1-888-746-7726 for Sam’s reduce the occurrence of meal breaks that are
Club. Customers and members can also too short and to notify associates of missed
e-mail us by visiting walmartstores.com punches. Examples of new tools include:
and clicking “contact us” at the bottom of
the page. Your concerns are important to us, • Clock out – lock out: Prevents associates
and we appreciate the time you invest in from clocking back in prior to the
sharing them with us. completion of at least a 30-minute
meal break
Health and wellness • Missing meal prompts: To inform
At Walmart, we comply with the law as we associates when they have missed a
work to ensure patient safety. The new punch/swipe for a meal
Health and Wellness Pseudoephedrine (PSE) • Electronic time-off request process:
National Strategy Plan in the U.S. allows us To improve accuracy
to further enhance compliance requirements
by connecting all of our Walmart and Sam’s
Club pharmacy locations together through Employment Compliance-related Associates
Training CBL Training (Data as of Dec. 31, 2012) Trained
the Methchek system. This provides
Employment compliance-
intracompany visibility to total purchases
related training continues Americans with Disabilities Act (ADA) 92,496
of PSE products. (2 modules)
to be a focus for our stores
and clubs. At right are the Equal Employment Opportunity (EEO) 896,430
Walmart will voluntarily lower the annual (7 modules)
top-five Employment
limitation on PSE from the current federal limit Fair Labor Standards Act (FLSA)
Compliance-related 310,126
of 108 grams annually to 54 grams annually. (3 modules)
training areas delivered
The lower limit will decrease the amount of Employment Eligibility Verification (I-9)
via eLearning in 2012: 56,893
illegitimate purchases of PSE products while (2 modules)
meeting the needs of our customers, Sexual Harassment
particularly the core allergy sufferer. Firearms (7 modules)
75,553
compliance
The new program meets all current state We take seriously compliance with U.S.
and federal requirements and limitations. regulations relating to the sale of firearms by:
However, once a customer has reached the
company PSE limit, we will ensure patient • Requiring all firearms on display to have
safety by restricting additional PSE product a trigger lock and be secured in a locked
purchases at a Walmart or Sam’s Club pharmacy. display case
• Using an automated system to reduce
Employment the risk of error in firearm sales
At Walmart, we have an obligation to
• Video-recording all sales
ensure that each and every associate is
paid for the time that they work and take • Prohibiting the transfer of firearms to
legally required meals and breaks. customers until they pass the federal
background check (Note: Some laws
Our Exception Management System (EMS) allow a sale to be completed after
assists us in monitoring and maintaining three days if the background check
compliance with meal and break rules across is delayed; however, Walmart requires
the U.S. We’ve also implemented various that the background check be
timekeeping tools and technologies to completed before the sale is finalized.)
Safety
Walmart U.S.: I own safety
Your safety is At Walmart, we strive to make safety a core value aligned with
family
important to us our culture of respect, service and excellence. Achieving this high
and your family.
standard requires ownership on the part of every associate at
every level of the organization.
Notable in 2012 Walmart Logistics:

Arrive safe. Work safe. Go home safe. • Project SAFE: We expanded this program Total safety culture
to help regional general managers promote Walmart Logistics has gone nine consecutive
We all share a responsibility to keep each
other safe. Immediately refer all safety a culture of safety and evaluate associate years with recordable injury rates below the
concerns to a member of management.
To report a concern, email engagement through Associate Opinion Bureau of Labor Statistics (BLS) industry
besafe@wal-mart.com, or call the
Ethics Helpline at 800-WM-ETHIC surveys and grassroots feedback sessions. average for General Warehousing and
(anonymous upon request)
• Safety Academy: We developed a formal Storage. In 2012, the entire Walmart Logistics
Safety Academy, designed to give our Network accelerated its rate of improvement
Market Asset Protection managers insight by continuing to implement an Enhanced
Safety Poster 11x17 | ©2012 Wal-Mart Stores, Inc | 550780967
into the fundamentals that will help promote Behavior Based Safety Program.
Prod. Artist: A-Team
Job #: 550780967
Job Name: 786_SafetyPoster_V8
Specs
Trim Size: 11x17 - Built @ 100%

Colors: CMYK / PMS 284, 285
Substrate: 18 pt.
safety ownership in their markets. Setting

high standards, educating our associates In 2012, the Walmart Logistics Network
and encouraging their involvement in our implemented a new behavioral observation
shared responsibility make our stores safe process where associates are observed, with
places to work and shop. permission, and provided feedback on sound
work technique and postures as well as other
safe work behaviors. Observation information is
loaded into a data tracking system for trending
purposes. These observations provide our
logistics leaders and associates a way to
actively care for one another.
6.4 6.8
6.3 6.4
5.7 5.7 5.9 5.9 5.5 5.9 5.9 5.9 5.7 5.9
5.1 5.4 5.2 5.1
5.5 5.0 5.4
3.8 4.3 4.3

3.5 3.9
2.9
08 09 10 11 12* 08 09 10 11 12* 08 09 10 11 12*

Walmart U.S. – OSHA Recordable Walmart Logistics – OSHA Recordable Sam’s Club – OSHA Recordable
Incident Rates vs. Industry Incident Rates vs. Industry Incident Rates vs. Industry
■ Walmart ■ Walmart Logistics ■ Sam’s Club
■ Warehouse Clubs & Superstores ■ BLS Warehousing and Storage ■ Warehouse Clubs & Superstores
Industry Data Source: Bureau of Labor Statistics Industry Data Source: Bureau of Labor Statistics Industry Data Source: Bureau of Labor Statistics
(BLS.gov), NAICS Code 45291 (BLS.gov), NAICS Code 49311 (BLS.gov), NAICS Code 45291
Incident Rate = Number of injuries and illnesses Incident Rate = Number of injuries and illnesses Incident Rate = Number of injuries and illnesses
X 200,000)/Employee hours worked X 200,000)/Employee hours worked X 200,000)/Employee hours worked
Note: The 200,000 hours in the formula represent the Note: The 200,000 hours in the formula represent the Note: The 200,000 hours in the formula represent the
equivalent of 100 employees working 40 hours per equivalent of 100 employees working 40 hours per equivalent of 100 employees working 40 hours per
week, 50 weeks per year, and provides the standard week, 50 weeks per year, and provides the standard week, 50 weeks per year, and provides the standard
base for the incidence rates. base for the incidence rates. base for the incidence rates.
*2012 industry data not available. *2012 industry data not available. *2012 industry data not available.
The Walmart Logistics Network saw a 26 percent year-over-year Sam’s Club: Maintaining
improvement in our recordable injury rate, which is 47 percent
less than the BLS Warehousing and Storage Industry average. a safe environment
Additionally, we realized a 27 percent year-over-year improvement Maintaining a safe environment for our associates and
in our Days Away, Restricted or Transferred (DART) rate, which members has always been at the core of Sam’s Club values.
is 33 percent less than the BLS Warehousing and Storage We’ve maintained a strong safety culture by training and
Industry average. educating our associates on the importance of being proactive
and integrating safety into all aspects of our operation. Since
2008, the Sam’s Club OSHA recordable incident rate has been
Walmart Transportation on average 27 percent lower than the industry recordable
The Walmart Transportation Incident Rate has been improved incident rate.
through increased focus on unsafe work practices and
awareness through our Injury Prevention training program.
Proactive monitoring of unsafe acts has resulted in increased Sam’s Club:
accountability and improved driving behaviors. Associate involvement and teamwork
Teamwork is a key ingredient to achieving safety in our clubs.
On-board safety systems added to our trucks include forward- Many of our associates participate on our club safety teams, led
looking radar with interactive cruise control, roll stability control by volunteer associates and a volunteer safety coordinator. The
and electronic stability control. These have contributed to a safety team works closely with management to:
reduction in crashes involving our fleet of more than 7 percent.
• Educate associates on safety topics, club events
• Proactively discuss safety-related topics with associates
• Conduct safety reviews to identify and correct
potential hazards
5.9
5.5
3.8
3.0 2.8
10 11 12*
Walmart Transportation – OSHA Recordable
Incident Rates vs. Industry
■ Walmart Transportation
■ Industry
Industry Data Source: Bureau of Labor Statistics

(BLS.gov), NAICS Code 49311
Incident Rate = (Number of injuries and illnesses
X 200,000)/Employee hours worked
Note: The 200,000 hours in the formula represents the
equivalent of 100 employees working 40 hours per
week, 50 weeks per year, and provides the standard
base for the incidence rates.
*2012 industry data not available.
Diversity
Workforce: Accelerating and broadening our diversity efforts
U. S. Workforce
37.1%
57.2%
U.S. Officers
20.2%
27.5%
People of color Women
Officer progress Our vision is to be a global leader in diversity and inclusion. Our
over last year mission is to deliver on our customer promise of saving money and
Percent change
living better by leveraging the power of diversity in our workforce
Women officers +6% and by fostering an inclusive workplace. Our three strategic pillars
People of color officers +4% are workforce, workplace and marketplace.
• Workforce: Building a diverse global workforce to meet the
rising expectations of Walmart’s Next Generation customer.
• Workplace: Nurturing an inclusive and collaborative culture
to retain our talent and maximize their potential.
• Marketplace: Empowering our associates to make a difference in the lives of our
customers and in the communities we serve.
Our diversity journey started in 2004 training worldwide and added gender
when the Office of Diversity was created identity and expression to our non-
at Walmart. We’re proud of the progress discrimination policy. We’re focused
we’ve made during the past nine years on building an inclusive culture and are
but recognize that we have room for working hard to ensure that Walmart is a
improvement. We humbly realize that great place to work for everyone. Each of
diversity and inclusion is a marathon, not our countries is focused on diversity and
a sprint. Since 2010, we’ve increased our inclusion. Details about some of their
focus from diversity to diversity and diversity initiatives and results are found
inclusion. Over the past few years, we’ve on the pages in this report dedicated to
(all statistics as of 1/31/13) added inclusion questions to our associate their specific country.
engagement survey, introduced inclusion
Workplace: Fostering an inclusive culture with measurement

Inclusion is rooted in our company’s core • Continued conversations with our African-
values – respect for the individual, service to American associates at various levels to solicit
our customers and the pursuit of excellence – all
built on a foundation of integrity. When we link
their perspectives around our diversity and
inclusion efforts. We formed focus groups to
77%
of store and
inclusion to our business strategy and measure explore solutions and action plans to nurture
club operations
the progress on a regular basis, inclusion becomes an inclusive culture.
management
a competitive advantage. The following illustrates • Hosted the Women in Retail Summit, which started as
steps we took in 2012 to ensure that advantage: focused on learning a game-changing hourly
program originally launched in Walmart associates
• Incorporated a standard Inclusion Index into Canada three years ago. Sixty associates
our annual Engagement Survey in all markets. from 11 countries gathered in Dallas, where
This enables us to measure our inclusion they were challenged to create a Women in
progress and to understand our associates’ Retail Field Development Program in their
perceptions regarding inclusion. Last year, of
home countries, using what they learned
our hourly
• Partnered with InclusionINC to conduct a at the summit.
store/club
Global Inclusion Study, which explores • Offered micro-messaging training as a way to associate
country-specific perspectives about an create a more inclusive work environment and promotions,
inclusive workplace that drives engagement,
54%
help us succeed in one of our greatest core
innovation, retention and productivity. Nine of values, respect for the individual.
our countries have participated, and the
• Empowered associates to achieve work-life were women
findings will help us develop a diversity and
inclusion strategy that addresses country- balance through global flexibility initiatives. For
specific needs. example, we’re empowering associates with
the technology needed to work nontraditional
• Participated in the research for White Men hours and from virtual workspaces. While the
Leading Through Diversity and Inclusion (D&I), look and feel of flexibility may vary from
led by Greatheart Leader Lab and Georgetown department to department depending on
University. Our overall score of effectiveness on business needs, flexibility at Walmart is
12 key leadership competencies was above innovation in motion.
average, compared with other participating
companies. It also identified areas we can • Expanded Lesbian, Gay, Bisexual and Transgender
improve upon, such as having effective (LGBT) Associate Resource Groups to the
conversations on how to engage white males U.K. and to our San Bruno, Calif., Global
along our diversity and inclusion journey. e-Commerce location.
Walmart International Region Breakdown

International Women Representation and Census data 2010*
LATAM Region EMEA Region Asia Region

69%
65% 65%
58%
54% 54% 51%
45% 47% 46% 45%
40% 44% 40% 42% 43% 42%
37%
25%
20%
■ Total Women in Walmart Workforce 10/31/12
■ Total Women in 2010 Census Workforce Data
Argentina Brazil Chile Mexico/ Canada South United China India Japan
Central Africa Kingdom
America
*Census 2010: http://databank.worldbank.org. Census data defined as % of total gender workforce.
Diversity continued
Direct spend with Marketplace: Big and bold societal impact
women and people
of color suppliers Mi Futuro businesses owned by people of color,
$8.9 Mi Futuro, our youth mentoring program,

continues to make great strides in
women, veterans and people with
disabilities, and ensuring an inclusive supply
billion motivating at-risk youth in Hispanic-Latino chain that meets the needs of our
and other communities in the U.S. to begin customers. By doing so, we help create
Second tier spend planning for their futures. Participants economically sustainable communities.
with women and people mentor eighth-grade students, with the goal
of color suppliers of reducing high school and college dropout We launched a Supplier Management Portal
$2.7 rates in these communities one student at a

time. In 2012, the program reached 1,900
(SMP), a new technology that allows us to
add value to the corporation and diverse
billion students in 32 states. businesses. It’s a repository system that
enables us to register diverse suppliers, track
diverse spend, automate communication
Named to Supplier diversity
Top 50
and generate reports by gender, ethnicity,
Walmart embeds its supplier diversity region and more. SMP also has a kiosk
program into the company’s overall strategic component that allows us to register new
Companies for Multicultural business objectives to articulate the value of suppliers in real time at expos. We registered
Business Opportunity by inclusion in all business outcomes. We 200 new suppliers during the 2012 National
DiversityBusiness.com
commit to increasing our spend with Minority Supplier Development Conference.
2012 Diversity and Inclusion Awards

U.S.
Top 50 Companies for Executive Women Best Companies for Leadership
National Association for Female Executives Hay Group
Best Companies for Multicultural Women Top 50 Companies for Latinas to Work
Working Mother Media Latina Style Magazine
50 Out Front Companies 100 Best Companies for

Best Places for Diverse Managers to Work Leadership Development for Women
Diversity MBA Magazine Diversity Woman magazine
International Diversity Innovation Award Diversity & Inclusion Leadership Award

Profiles in Diversity Journal
Profiles in Diversity Journal
Top 50 Companies for Diversity & Inclusion
2012 Top Supporters of the HBCUs
Uptown Professional Magazine
Career Communications Group Inc.
50 Best Companies for People with Disabilities
Top 40 Companies for Diversity Careers & the disabled magazine
Black Enterprise magazine
International
Walmart Brazil Named Brazil’s Women’s WalMex named the company in Latin America
Empowerment Leader 2012 with the highest number of women serving
The New Economy on its Board
Walmart Canada Named to Canada’s 10 Most Walmart Mexico and Central America,
Admired Corporate Cultures of 2012 19th on list of Great Places to Work
Waterstone Human Capital Inc.
Talent development
Walmart understands how important our associates are to delivering on our mission. That’s
why we have programs that focus on developing the best talent across the organization. The
Global Talent Management team develops existing talent through programs like Mentor Me,
the Business Leadership Series and Leadership Academy, all of which impact associates across
the globe. We work to ensure that our associates have access to optimum training and
development programs to prepare them for the future.
Mentoring Global leadership development

Walmart’s Mentor Me program empowers
associates to take an active role in their
development by providing resources, tools and Learn the Business, Monthly, one-hour program helping associates
International and connect their work with other parts of the
events to encourage connectivity and drive
Domestic Audience business.
effective mentorships. Open to all associates,
Mentor Me is a self-directed program designed to
assist in creating and sharing diverse knowledge, Leadership Core Foundational, competency-based development
experiences and perspectives. The program for associates at all career levels to improve
allows associates to be active participants in their productivity.
development by providing resources, tools and
suggestions to drive effective mentorships.
Leadership Provides participants with an opportunities
Foundations to learn and practice operational leadership
In July 2012, we introduced Mentoring Express and performance management skills. Such
as a tool in the Mentor Me program that delivers operational leadership and performance
quick, on-the-go discussion guides to maximize management skills focus on increasing
the time of mentors and increase effectiveness in a associates passion for serving customers.
variety of fast-paced work environments, including
stores and clubs. The resource has already been
accessed more than 10,000 times by associates in HR Development Monthly, one-hour program covering a variety
Program of HR-related issues to help associates attain
the field and at our corporate offices.
the necessary professional accreditation
requirements. In 2012, more than 3,000
Summer internship program associates attended.
We’re committed to attracting, developing and
retaining diverse talent across the organization. Global People Overall framework for all HR Development
Our corporate summer internship program attracts Academy programs, intended to prepare HR professionals
the highest-caliber students from a variety of colleges for the next three to five years.
and universities and provides an exceptional learning
experience. Interns participate in a variety of
developmental activities that provide exposure Global Learning The Global Learning Management System
to senior leaders, mentors, associates across the Management provides delivery, assessment and reporting
organization and community service opportunities, System on the full scope of critical learning activities
while they build strong relationships with each to our associates. In 2012, we launched
other that can last throughout their career. The 99,630,407 Learning Activities and 22,550,324
program’s conversion rate has consistently been Total Associate Learning Sessions.
a success, with the majority of those in the 2012
intern class receiving job offers. In the summer of
2013, we’ll welcome our next group of 300 interns
to Bentonville, Ark.
Talent development continued

High-potential programs
Business Development opportunity for our top talent from all divisions, functions and markets around the world.
Leadership Company officers work together to develop cross-functional business knowledge and refine their
Series 2.0 leadership skills to prepare for expanded roles, build global networks and share best practices.
Participants are nominated by their respective leadership teams, and sessions are facilitated by our
CEO and other senior executives. In 2012, 85 senior executives completed the program, 39 percent
of whom were women and 17 percent of whom were people of color.
Key Leader Facilitates open conversation on topics relevant to the success of Walmart and provides leaders
Program opportunities to grow their networks across the company. Approximately 40 mid-level leaders
from around the world participate in the program for a period of two years. In 2012, 48 percent of
participants were women and 21 percent were people of color.
HR Addresses the development needs of top talent within Human Resources on leadership competencies
Development and business knowledge. The program audience consists of vice presidents and senior directors from
Program Global People, International HR, corporate offices around the world, Sam’s Club HR and Walmart U.S.
Participants are identified by their respective leadership team and approved by Global People Division
leadership. In 2012, 45 associates completed the sessions, of whom 74 percent were women and
40 percent were people of color.
Emerging Delivers the developmental needs of top talent within Human Resources on leadership competencies
Leaders and business knowledge. The program audience consists of senior directors and directors from
Global People, International HR, corporate offices around the world, Sam’s Club HR and Walmart U.S.
Participants are identified by their respective leadership team and approved by Global People Division
leadership. In 2012, 52 associates completed the sessions, of whom 50 percent were women and
25 percent people of color.
Global A selective program for high-potential director and senior director associates. This four-day session
Leadership focuses on enhancing critical competencies, including strategy, global mindset and execution of
Institute results. In 2012, 384 associates participated in 31 sessions around the world.
2012 Global Learning Management System Statistics

Walmart’s Orientation programs and Job-Specific Training plans provide the opportunity for all new associates – from cashier to facility
manager – to learn what it takes to be a Walmart associate, how to prosper in the Walmart culture and how to be the best at their
chosen job. The company’s Global Learning Management System provides delivery, assessment and reporting on the full scope of
critical learning activities provided to our associates.
Learning activities launched Learning sessions participation

Total learning activities launched: 99,630,407 Total associate learning sessions in 2012: 22,550,324
Average learning activities per day: 272,214 Average associate learning sessions per day: 61,613
Average learning activities per week: 1,905,498 Average associate learning sessions per week: 427,559
Recruiting
As we grow our operations in the U.S.
and globally, we’re evolving our
efforts to attract the best talent to
our company. In 2012, Walmart hired
approximately 477,000 associates,
including more than 6,000 manage-
ment associates.
Enhanced careers website, Recruiting technology

mobile and social media that saves green
In an effort to communicate with today’s We use a virtual interviewing program that
tech-savvy job seekers, we continue to replaces the need to fly the typical three to
enhance our website, mobile applications five final candidates to Bentonville, Ark., for
and social media presence related to final-round interviews. The interviews are
careers. These improvements positively conducted in real-time, two-way communi-
impacted the 12.5 million users who visited cation with a recruiter or hiring manager.
more than 70 million pages on our careers In 2012 alone, we saved approximately
site at www.walmart.com/careers. In 2012 $6 million by conducting more than
alone, we averaged approximately 100,000 5,000 virtual interviews.
applications per month for corporate office,
distribution center and store management
opportunities. Highlights from 2012 include:
Walmart careers channels via social media
• Introduced a mobile platform to search
and apply for all job openings, with the LinkedIn 159,224 followers
exception of store hourly positions Facebook 39,042 fans
• Launched Walmart Careers on Instagram Twitter 13,317 followers
to provide an insider’s view of what it’s
YouTube 8,912 views
like to work for our company
Benefits and compensation

We all share a common goal: to make the best choices for
ourselves and our families. Walmart recognizes this. Globally,
we offer competitive and equitable compensation and offer
more than 1.5 million associates and their dependents
competitively priced health insurance plans. For more
information on compensation, go to http://stock.walmart.com/
corporate-governance/global-compensation-committee.
U.S. health plans Eligibility requirements

We continue to listen to our associates and for associates
work to keep costs as low as possible. Like To help ensure continued compliance with
other companies, continually rising health new federal health care law, we changed the
care costs have required us to adjust the requirement for part-time associates in 2012.
cost of our plans. Hourly full-time associates are eligible for
benefits after six months, while hourly part-
• The lowest-cost full-coverage plan is time associates are eligible after one year of
$8.70 per week for associate-only service if they work an average of 30 hours
coverage and $33.75 for families. per week. Part-time associates hired prior to
• We continue to pay the majority of Feb. 1, 2012, were grandfathered under the
premium plan costs for our associates – old requirements, meaning they have to
more than 75 percent, which exceeds average 24 hours of work per week.
other retailers. Our associates pay about Associates hired before Jan. 15, 2011,
half the average premium that other are not required to work a minimum
retail employees pay. number of hours to be eligible.
• Coverage offers benefits that include no

lifetime maximum for covered expenses,
preventive care covered at 100 percent
and a company contribution of $250 to
help pay for medical expenses.
• Depending on their choices, many, but
not all, associates saw a slight increase in
premiums and out-of-pocket expenses,
with a projected increase of about
4 percent.
Controlling the cost of coverage isn’t
just a challenge for Walmart; it’s a
national challenge.
Improving health care, market by market

U.S.: Centers of Excellence Network. This special group of doctors Mexico: Health and wellness initiatives
As health care costs continue to rise, and hospitals has been identified Walmart Mexico is partnering with the
we’re strengthening our health benefits because they meet higher standards for Mayo Clinic to offer and promote health
with innovative new solutions, like our quality and outcomes. Associates who and wellness initiatives that motivate our
Centers of Excellence. The new Centers use these providers will have lower out- associates to be informed and choose a
of Excellence program is being of-pocket costs and can be assured that healthy lifestyle. Highlights include:
expanded from covering transplants, they are going to some of the best
which began with the Mayo Clinic in providers in their community. • E-cards for all associates on a
1996. This expansion provides 100 percent biweekly basis
coverage for certain heart and spine Canada: Just Ask program
• Weekly e-messages on simple,
surgeries, plus a travel allowance for the To help associates take control of their
healthy habits that associates
patient and companion at leading hospital health, paramedical coverage has been
can adopt
and health systems in the U.S. These enhanced, with coverage now being
organizations provide our associates the offered by registered dietitians and • Bimonthly newsletter about important
opportunity for care at hospitals and Walmart pharmacists. The Just Ask health and wellness updates
medical centers geographically located program offers personal, confidential • E-guide on how to live healthier
across the country that specialize in consultation, including:
• Bimonthly communications regarding
heart, spine and transplant care.
seasonal topics and World Health
• Comprehensive education related
Days (WHO)
In providing this service at no cost to to specific health conditions such
our enrolled associates, we’ve worked as diabetes, high blood pressure • Live Healthier posters to be displayed
with these Centers of Excellence health and asthma in all stores
systems to provide exclusive and Additionally, Walmart Mexico has
• Answers to questions about
unique bundled pricing arrangements partnered with the Instituto Mexicano
medications and self-care
for procedures. Through Centers of de Seguridad Social (IMSS) to utilize our
Excellence, we’re working with health • Follow-up management of
communication platforms, including
care organizations to collectively share a condition
Walmart TV and our website, to provide
best practices that will allow collaboration • Personalized review of all all associates valuable information
around best measures of service, quality medications, including prescriptions regarding how to help prevent certain
and new industry findings in comparison and over-the-counter medications health conditions such as diabetes,
to industry practices. cholesterol and high blood pressure.
• One-on-one training on home health
care products, such as blood glucose
Custom Performance Network
meters and asthma spacers
In addition to our new Centers of
Excellence, in select markets we • Smoking cessation education
introduced a Custom Performance and support
Designated Centers of Excellence

Virginia Mason Medical Center
Seattle, WA
Cleveland Clinic
Cleveland, OH
Geisinger Medical Center

Danville, PA
Mercy Hospital Springfield

Springfield, MO
Mayo Clinic
Scottsdale/Phoenix, AZ Scott & White Memorial Hospital
Rochester, MN Temple, TX
Jacksonville, FL
Benefits and compensation continued

Financial benefits for U.S. associates Associate discounts
Financial benefits for our eligible full-time and part-time U.S. In 13 countries, we provide a discount program for full-time and
associates include 401(k), bonus incentives and stock purchase part-time associates on purchases in our stores, ranging from
plans. We match contributions made to the Walmart 401(k) 5 percent to 10 percent. Discounted categories vary from country
Plan, dollar-for-dollar up to 6 percent of annual pay, as well as to to country, and some provide additional discounts during the
the Associate Stock Purchase Plan by matching up to 15 percent holidays. For example, over the past four years, we have provided
of the first $1,800 purchased each plan year. Since the matching U.S. associates a 10 percent discount on all products for the
contribution was introduced to the 401(k) Plan, the number of Christmas holidays. To align with our commitment to healthy
associates who choose to save for their retirement through living, our U.S. associates also receive a 10 percent discount year-
the U.S. 401(k) plan has increased by 45 percent. We continue to round on fresh fruits and vegetables in addition to most general
work hard to encourage associates to save for their future. merchandise within the stores.
Associate engagement 2012 Global Associate

Engagement Survey
For more than five decades, our associates
have served as a core ingredient of our 90%
growth and success. It’s critical that we participation
continue to build highly engaged teams
and foster a work environment that helps
From the beginning, we’ve maintained an Open Door policy
associates serve customers. to provide our associates an avenue to express their ideas
and concerns without fear of retaliation. As we’ve grown as
Associate Engagement Survey
a company, we’ve continued to evolve our Open Door system
Sam Walton was a firm believer in listening to and learning to meet the needs of our associates.
from our associates. Our annual Associate Engagement Survey
is an important tool to continue this tradition. In 2012, the survey
In April 2011, we implemented the following three-step
was made available to more than 2.2 million associates and
enhancement to our existing Open Door policy for all Walmart
attracted a global participation rate of nearly 90 percent.
U.S., Sam’s Club, Logistics and Transportation associates:
In addition to measuring associate engagement, the results

Step 1: Associate speaks to the facility manager.
represent the starting point for grassroots feedback sessions. In
these sessions, our managers and associates partner to create Step 2: If the associate’s concern remains unresolved,
detailed action plans to address opportunities and identify they contact their market or divisional team.
ways to raise and maintain engagement in their areas. In the Step 3: If the associate’s concern is still unresolved,
U.S. alone, management implemented more than 15,000 action they contact our Open Door Helpline, where
plans within three months of the results being made available. an associate relations manager conducts an
independent investigation.
Evolving our Open Door policy This enhancement of the Open Door has been well-received,
Our management believes open communication is critical with the Open Door Helpline taking more than 22,000 calls to
to understanding and meeting our associates’ and customers’ date, resulting in more than 747 independent investigations.
needs. Associates can trust and rely on the Open Door; it’s one This system has helped bring closure to concerns in a timely
of the most important parts of our culture. manner, reinforce our corporate culture and instill respect for
the individual.
My Sustainability Plan (MSP)

Defining personal sustainability one associate and one organization at a time
More than three years in, we continue to leverage our global size and scale to help
people inside and outside the company live healthier, more responsible lives by
adopting My Sustainability Plan (MSP). We estimate that more than 100,000 Walmart
associates worldwide have adopted MSP, and in the U.S., associates engage online
via the MSP tool on WalmartOne.
Through the MSP application on Meanwhile, the number of organizations

WalmartOne.com, U.S. associates are that have taken advantage of our royalty-
able to track goals, connect with fellow free MSP licensing grew from 35 in 2011 to
associates through social gaming elements
and access resources to help them remain
more than 100 in 2012. The license allows
corporations, municipalities, school systems
100,000+
on target. It also enables us to more accu- and nongovernmental organizations to associates have
rately aggregate associate participation access the program framework, curriculum, adopted MSP
levels and better understand the impact of branding, artwork and research for internal
their collective efforts. Long term, we envision adoption. Organizations such as Alaska
one global online platform for us to commu- Airlines, J.B. Hunt Transport, UPS and
nicate with associates and for them to access Unilever have taken advantage of this
the resources they need. licensing opportunity, growing the collective More than
impact of MSP and further positioning
Walmart as a global leader in sustainability.
100
organizations
licensed
MSP at a glance
In 2009, associates from 15 countries around the globe helped us define personal
sustainability through the following 12 focus areas in three broad categories. With our
acquisition of Massmart, we have since engaged associates in 12 additional countries
across Africa. Our associates select personal MSP goals in these three categories and
continually track their progress, while encouraging and inspiring each other along the
way. This format allows everyone to understand how their individual actions, when
combined with those of their 2 million colleagues, make a world of difference.
My Health My Planet My Life

Eat Healthy Save Water Learn New Skills
Get Active Reduce Waste Manage My Money
Quit Tobacco Save Energy Make Quality Time
Reduce Stress Enjoy Nature Help Others
Local responsibility
W
almart continues to grow its presence
and reputation, with thousands of stores
in the U.S. and internationally. Through
this model of expansion, which brings the right
store formats to the communities that need them,
we’re creating opportunities and bringing value to
customers and communities around the globe. The
following sections detail some of the most impactful
social, environmental and company programs and
initiatives within each of the individual markets we
serve, as we strive to save people money so they can
live better.
Our company
At-a-glance
Number of banners 69
Number of associates 2.2 million
Number of markets 27
Banners XXX
Stores XXX
Average Square XXX
Footage
Formats Um, arum faceaque porestor accatiunt
Associates XXX
Market Dynamics Um, arum faceaque porestor accatiunt
ut ped etur sunt et et a aut quos dit
quam dolores niendam, venis as quam
Significant Awards
Our company
We serve our customers and members more As we grow and continue to fulfill our
than 200 million times per week at more purpose of helping people live better, we
than 10,000 retail units under 69 different must work together with our associates,
banners in 27 countries, and generated customers, suppliers and communities to
$466 billion in net sales in fiscal 2013. With continue building a sustainable future.
more than 2.2 million associates worldwide,
we generate job growth, increase tax bases
and, through our Everyday Low Prices
guarantee, lower the cost of goods 2012 Sales by Segment
10,000+
in the communities we serve.
Walmart U.S.
retail units
We operate in an era of transparency, $274.5 billion
where advancing technology is erasing
boundaries between individuals, nations Walmart International
and organizations. We’re interconnected and $135.2 billion
interdependent. In such an environment,
we’re uniquely positioned to thrive because Sam’s Club
of our culture, business model and method $56.4 billion
of operations.
Walmart U.S. Walmart International Sam’s Club

Today, there are more than 4,000 total In 1991, Walmart became an The first Sam’s Club opened in Midwest
stores in 50 states and Puerto Rico international company when we opened City, Okla., in 1983, and has grown to
offering a convenient shopping a Sam’s Club near Mexico City. Just two include more than 600 locations
experience across the U.S. Walmart offers years later, Walmart International was nationwide. Our warehouse membership
low prices on the broadest assortment created. We operate retail units with format leverages insights to deliver value
of grocery and general merchandise many different formats and leverage our and quality on a broad selection of
through a variety of formats, ranging global resources to meet local needs. name-brand merchandise and large-
from supercenters and supermarkets Today, Walmart International is the volume items. On average, our clubs are
to smaller formats. We also offer the fastest-growing part of our overall approximately 133,000 square feet and
convenience of online shopping at business, with more than 5,500 stores employ about 175 associates.
walmart.com. and more than 800,000 associates in
26 countries outside the U.S. and
Puerto Rico.
Africa
At-a-glance
Formats 7
Builders Express, Builders Trade Depot,

Builders Warehouse, Cambridge Food,
Banners CBW, DionWired, Foodco by Game,
Game, Jumbo, Kangela, Makro and
Rhino Cash & Carry
Stores 377
Market’s
www.massmart.co.za
corporate website
Market’s www.massmart.co.za/sustainability/
sustainability website approach.asp
Store counts as of Jan. 31, 2013

Social responsibility Africa
12,024
Every year, Massmart contributes a minimum of 1 percent of profit
after tax (PAT) to impactful corporate social investment initiatives. In
2012, we invested 3.1 percent in programs designed to address the
root causes of some of Africa’s biggest challenges. Micro-loans
to women
2009-2012
Developing rural
women entrepreneurs
School nutrition programs Small farmer market access Our focus on women’s empower-
Our school nutrition initiatives involve the In 2012, we launched our direct farm program, ment includes our ongoing support
installation of mobile container kitchens. In Ezemvelo, to develop and diversify our local of Women’s Development
2011, an estimated 19.5 million meals were sourcing capacity in fresh produce. The pro- Businesses (WDB), an NGO that
provided to schoolchildren. In 2012, we gram provides small farmers access to mar- loans funds to women running
installed 50 additional container kitchens, kets and, since August 2012, we’ve sourced their own small businesses in some
and an estimated 38 million meals will be 514 tons of locally grown vegetables, including of the poorest communities in
prepared per annum. In addition, our butternuts, peppers and green beans. South Africa. From 2009 to 2012
Vegetables Under Construction program we provided micro-loans to 12,024
promotes sustainable food production rural women to grow their own
through the installation of vegetable tunnels businesses. These women are able
at schools to provide fresh vegetables to to improve the quality of life for
learners. The project encourages communities themselves and their families.
to become self-sufficient in food production
by making it easy to grow vegetables, helps
provide regular access to nutritious food
and can also provide an opportunity for
income, as surplus crops can be sold to
people living in local communities. We
also provide regular food donations to
Foodbank South Africa. Anti-malaria initiatives
Malaria, a preventable and treatable illness,
Police and military kills more than 1 million people each year in
Africa. Massmart has responded by
family support distributing insecticide-treated mosquito
We maintain strong partnerships with the nets to communities where our stores are
South African Police Services and the South present in Africa, such as Malawi. This is in
African National Defense Force. In 2012, we partnership with the adventurer and
donated back-to-school stationery hampers philanthropist Kingsley Holgate. Over the
to 175 children of deceased officers, and past four years, the Group has provided
5,000 food hampers to families of soldiers 13,500 mosquito nets. It’s estimated that
deployed in conflict zones in Africa, under approximately 3,000 nets are able to save
United Nations mandate. The back-to-school up to 10,000 lives. A family of four can
hampers contain essential stationery such sleep under a net, and the insecticide woven
as pens, pencils, math sets, calculators and into each net can help to make entire
exercise books that children need at the communities safer by repelling mosquitoes.
beginning of a school year.
Africa Environmental responsibility
Environmentally responsible products

As part of our commitment to identify opportunities to promote
more environmentally responsible products, our Massbuild
division has partnered with Ellies Renewable Energy to showcase
energy-efficient products in our Builders Warehouse and Builders
Express stores. These “Green Stands” have resulted in the sale of
more than 300,000 LED lightbulbs to date, setting the potential
for 14 megawatts in energy savings for our customers.
E-waste landfill diversion Seafood supplier

It’s predicted that by 2020, e-waste from old advocacy and sustainable
computers will increase by 200 percent in
South Africa. In an effort to keep these
seafood sourcing
potentially hazardous pollutants out of our In 2012, we adopted sustainable seafood
landfills, we’ve partnered with Fujitsu Siemens sourcing guidelines with the intention of
to facilitate the collection of more than 334 promoting sustainable fishery management,
tons of postconsumer e-waste, 97 percent of ensuring responsible seafood sourcing and
which has been diverted from landfills. preventing the procurement and sale of
threatened, endangered or red-listed fish
species in our stores. To date, we have:
Environmental
supplier advocacy • Completed a marine advocacy survey of
Water harvesting Supplier advocacy forms a fundamental our seafood suppliers
South Africa is among the 30 driest part of our approach to promoting more • Compiled a sustainable seafood report
countries in the world, so water sustainable manufacturing and sourcing
scarcity is a significant environ- • Conducted a review of the seafood
practices in our supply chain. Since 2009,
mental issue. Although Massmart species currently being sourced by
we’ve worked with more than 750 suppliers
is a moderate user of water, we’re the group
through supplier advocacy surveys,
intent on minimizing unnecessary engagement workshops and site visits to By engaging with our suppliers, it has become
operational consumption. assess the environmental impact of apparent that they understand the need
Examples include the rainwater operations. We continue to work with our for more sustainable fishery management
harvesting program in place at our suppliers around: practices and are enthusiastic about working
Builders Warehouse stores as well with us to improve seafood traceability and
as condensation harvesting from • Sustainable fishery management sustainability in our market.
refrigeration and air-conditioning
• Water conservation in manufacturing
units at our Makro stores.
• Environmental impact of different
supply chains
• Exploitation of natural resources and loss
of biodiversity
Company responsibility Africa
Impilo program
Africa accounts for an estimated two-thirds of HIV/AIDS cases and 24 percent of tuberculosis
cases. Lifestyle illnesses, such as diabetes and obesity, are also of increasing concern. Despite
these challenges, many still don’t have adequate access to quality health care services, so
Massmart is continuously finding ways to innovate and highlight the holistic wellness of our
associates as the key to their well-being and as a driver of business productivity.
In addition to our medical benefits scheme, we offer a comprehensive subsidized wellness

program called Impilo, which includes:
Massmart University
To ensure we have a robust and
• HIV/AIDS-specific coverage and free anti- productive workforce, we offer a
retroviral treatment for our HIV-positive variety of educational training
permanent staff members and their spouses programs through Massmart
University. The courses are
• Free annual screenings for cholesterol, blood designed to suit local industry
pressure, blood sugar and obesity challenges as well as our own
• Employee access to professional medical advice strategic and process requirements.
via a 24-hour helpline It’s divided into four specific
schools, including:
• Access to counseling in a variety of focus areas
Impilo is one of the most comprehensive • The School of Leadership
corporate wellness and HIV/AIDS prevention and Development: Exposes
treatment programs in South Africa. senior decision-makers to
executive development and
Diversity leadership training.
Because of the legacy of apartheid in South We’ve also launched a Graduate • The School of Retail
Africa, we focus heavily on transformation Development Program (GDP) that identifies Excellence: Offers retail
and equity. Transformation isn’t only morally and provides qualified but inexperienced strategy and planning, merchant
right, but also commercially prudent. So graduates with access to a structured development, private-label man-
we’ve aligned our efforts to the Department program that offers practical work agement and retail executive
of Trade and Industry’s BBBEE Code of Good experience and related lectures. This learning experiences.
Practice to ensure we contribute to a initiative is aimed at educating black
sustainable and equitable society. • The School of Management
undergraduates and providing new black
Development: Focuses on
graduates with workplace experience. Since
strategies for managers and
• Currently, 88 percent of our associates the GDP’s inception in 2007, 239 graduates
senior leaders to unlock the
are black (African, Colored and Indian). have completed the program.
full potential of their teams.
• 78.5 percent of all managers are black.
• The Centre of Career
• In our African stores, 98.2 percent of Development: Serves as the
our workforce is local (this includes home of our alumni program as
89.3 percent of management positions). well as the graduate develop-
ment program.
Argentina
At-a-glance
Formats 5
Changomas, Changomas Express,

Banners
Walmart and Walmart Supermercado
Stores 94
Market’s
www.walmart.com.ar
corporate website
www.walmart.com.ar/articulo/19/
Market’s desarrollo_sustentable
sustainability website

Social responsibility Argentina
Community Outreach Councils

Community Outreach Councils are active at each of our stores, distribution center and
corporate office. Each month, our associates carry out different volunteering initiatives that
contribute directly to a local need. In 2012, our various Community Outreach Councils
contributed with in-kind donations totaling over ARS1,200,000.
Nationwide Food-
Raising campaign
Over the past 10 years, we’ve
supported the Food Bank
Network NGO in the fight
against hunger. In 2012, we
awarded a grant of ARS66,000
to the NGO in order to support
its Nationwide Food-Raising
campaign. During the 10th
Edition of the campaign,
10.321 kilograms of food
was collected for the Network
via our clients through
our Walmart and
Changomas stores.
Disaster relief
In 2012, flooding and hurricane activity claimed the homes and belongings of many
families in Buenos Aires Province. In an effort to support relief and recovery efforts,
Walmart Argentina contributed nearly ARS8,000 in kind-donations to La Matanza City
Government and more than ARS18,000 worth of nonperishable goods and hygiene
Young Agents
products, to the Social Development Ministry of Buenos Aires Province.
of Change
empowers
Driving to Transform
On International Women´s Day, Walmart and
Ashoka launched the second stage of our
Driving to Transform initiative, which fosters
sustainable ideas that have the potential
to positively impact local communities
and support them with training programs,
65,000
the development of social entrepreneurial
projects led by young women in Mendoza,
counseling and seed capital funding. When
chosen to be part of the program, these
young people from
San Juan, Neuquén and Río Negro provinces.
In alignment with Walmart’s Global Women’s
young women are also joining Ashoka´s
international network of Young Agents 20 countries
Economic Empowerment Initiative, this of Change, which includes 65,000 young
program identifies the most innovative and people from 20 countries.
1 US$ = 4.55 ARS Peso

2012 Average
Argentina Environmental responsibility
Small farmer market access

In 2012, we began working with our purchases from these farmers increased
Cooperativa Finca El Pongo, a group of by 120 percent, compared with January
about 80 small farmers in the city of Perico, 2012. In December 2012, purchases
located in the province of Jujuy. More than increased by 176 percent over January
30 percent of those farmers now supply us 2012. In addition to these quantitative
with produce. We offered four training improvements, we observed greater
sessions on the following topics: proper product quality and logistics, which made
use of resources (water, soil, pesticides), possible the incorporation of three new
facility hygiene and food safety, traceability, stores to the supply circuit.
logistics and risk assessment. In July 2012,
plastic bag use

reduced by
72%
Plastic bag reduction Earth Month
In May 2012, the government of Buenos For the past four years, we’ve recognized
Aires City launched a plan to reduce the Earth Month at our supercenter stores
use of plastic bags and promote waste across the country. As part of this, we
separation. The plan called on retailers promote environmental awareness by
to deliver stronger and larger plastic bags highlighting more than 350 products that
in green and black. In August 2012, we are more environmentally responsible. These
implemented a holistic campaign at our include everything from low-consumption
16 Buenos Aires stores that demonstrates lamps and water-based paints to organic
the need to reduce plastic bag waste and cotton bedsheets, all showcased on shelves
provides discounts to customers who designed exclusively for Earth Month. We
purchase bags specifically designed for also increase the presence of organic food
waste and landfills. The campaign resulted items, such as juices, olive oil, flour and
in a 72 percent reduction of plastic bag sugar, that use no agrochemicals and
consumption within the first three months better protect soil and water quality.
of implementation, which equates to
1 US$ = 4.55 ARS Peso
2012 Average a company savings of approximately
US$71,951.
Company responsibility Argentina
Family-responsible employer
Walmart Argentina, in a process led by its Walmart Argentina received a “B” ranking,
Gender Equity Council and HR, participated within a scale that ranges from D to A.
in an academic study led by the Spanish IESE
Business School, together with the Walmart Argentina was one of only four
Argentina IAE Business School. Argentine companies to be accredited as
a “Family Responsible Company,” and it
IESE created a model to assess companies, was the only retailer among those four.
and included a model that demonstrates Additionally, this study provides valuable
how “family-responsible” a company is. This insights on specific areas we can focus on
model assesses the policies, practices and and design actions to further strengthen
leadership of the company, as well as the our company in this regard. We continue to
cultural environment of the country. The work every day to raise the quality of life of
specific company results are compared to our associates and their families, as well as
a representative sampling of multiple the markets we serve.
industries across the country.
Job creation and promotions

Job creation and promotion of our associates • 179 associates completed programming
remains a top priority at Walmart Argentina. at our Training and Development Center,
In 2012: CeCaDe (Centro de Capacitación y
Desarrollo) .
• 1,377 new associates joined Walmart • 34 associates participated in our
Argentina stores, distribution center Managers Development Program,
and corporate office. PDG (Programa de Desarrollo Gerencial),
• Our annual Grass Roots survey showed 30 engaged via Walton Institute.
80 percent commitment from our associates, • 8 associates were part of international
a 10 percent increase over 2011. development projects and assignments
• 32 associates were promoted with the outside the country.
opening of new stores.
Brazil
At-a-glance
Formats 8
BIG, Bompreço, Hiper Bompreço, Magazine,

Maxxi, Mercadorama, Nacional, Sam’s Club,
Banners
Supermercado Todo Dia, TodoDia, Walmart
and Walmart Posto
Stores 558
Market’s
www.walmartbrasil.com.br
corporate website
Market’s
www.walmartbrasil.com.br/sustentabilidade

Social responsibility Brazil
Focus on women
We’ve completed the first year of our December 2012, we held an event to
Corporate Movement for the Economic celebrate and assess the initiatives carried
Empowerment of Women, also known as out during this period, while transitioning it
Women 360 Movement. This Walmart Brazil-led to a formal legal entity.
initiative aims for a 360-degree change in
women’s economic development by 2015. It The Movement was recognized by the British
involves commitments to develop women in magazine The New Economy as part of its
the company, in the supply chain and in the 2012 Women’s Empowerment Corporate
community through private social investment Leadership Awards. The magazine took into
and social responsibility. In addition, it consideration efforts made by organizations
involves the image value of women in through policies and procedures to foster
society, stimulating companies to include inclusion as well as corporate responsibility
educational campaigns and messages and sustainability commitments.
regarding women in various roles. In
Social School of Retail

Since 2010, Walmart Institute has developed the
64%
Social School of Retail, which focuses on providing
young people ages 17-29 the professional training
they need to work in retail jobs. In partnership
women
with local governments, the program served
around 1,500 young people – 64 percent of them
women – in six Brazilian states in 2012. Walmart
Institute was recognized by the Walmart
in Social School
Foundation, which acknowledged this program of Retail
as a global best practice within the company and
started a process to replicate the program in
other countries in Africa, Asia and Latin America.
Bombando Cidadania citizenship program

For more than four years, the Bombando we’ve invested BRL5.6 million in 30 projects
Cidadania citizenship program has promoted focused specifically on education, culture,
the local development of the Bomba do entrepreneurialism, income creation,
Hemetério district of the northern zone of communication and the environment.
Recife in Pernambuco state. During that time,
1 US$ = 1.95 BRL Real
2012 Average
94%
of participants report
66%
of residents proclaim
improved positive impact
quality of life on district life
Brazil Environmental responsibility
Renewable energy
Our stores officially began their migration our total consumption. This change will
to renewable energy in 2012, a move in also eliminate the need for diesel
which 49 units drew a portion of their generation at peak periods, which will
energy consumption from small hydro- reduce greenhouse gas (GHG) emissions
electric plants and biomass. We plan to and air and soil pollution.
expand the program’s reach to 97 stores in
2013, accounting for about 40 percent of
Reduced use of
approximately
1.4
million
plastic bags
Plastic bag waste Producer’s Club

We successfully reduced the amount of Over the past decade, our Producer’s Club
disposable plastic bags distributed in our has grown to 10,500 households in 12
stores by 50 percent in 2012. A number of Brazilian states. It’s become an important
programs contributed to the reduction of channel to promote income generation for
approximately 1.4 million bags or 5,100 tons small and mid-sized producers by providing
of plastic, including our program a chain of Walmart Brazil stores they can
Responsible Customers Deserve a Discount. sell their products to directly. In 2012, about
It offers a discount of BRL0.03 on every five 52 percent of the fruit and vegetables sold
products bought by consumers who don’t at our stores was sourced directly from
use a plastic bag. The total value of this producers, almost 23 percent of them small
benefit came to BRL1.06 million, equivalent and medium-sized farmers. The program has
to 30 million plastic bags. From 2009 to also helped achieve the aim of the federal
2012, we successfully reduced the government’s Brazil Without Hardship
consumption of one-time-use plastic project to lift 16.2 million people out of
shopping bags by 100 million. extreme poverty.
1 US$ = 1.95 BRL Real

2012 Average
Company responsibility Brazil
Sustainability training
In 2012, 94 percent of our associates Since 2009, we’ve used a mix of interactive
completed the next stage in our continuing videos and group dynamics to cover
General Mobilization training program, questions on sustainability and highlight the
which communicates the company’s importance to each individual of conscious
commitment to sustainability. The training consumption.
has been carried out over the past six years
and provides associates with tips they can
use in their daily lives, at work and at home.
94%
of associates
completed
General Mobilization
training
100 Women in Leadership Women Council

In 2012, more than 102 women completed During 2012, Walmart Brazil’s board of
our 100 Women in Leadership program, women, formed by 11 professionals from
which aims to prepare associates for the first different areas of the company, led
and second levels of leadership in retail and important actions to the development of
wholesale. The program is divided into talent and career, as the Mentoring Program
theoretical modules, on-the-job and for Women and as well as the training
supervised training, food safety audits, program of 100 Women in Leadership. Forty
management development seminars and of our female managers and directors
more. Of the 102 women who participated, participated in the Investing in Women
50 percent were promoted and 18 percent Leaders: A Positive Change conference,
were waiting for new positions. hosted by Walmart and the International
Women’s Forum. Another group of
50%
associates attended the Advancement of
Women Conference, an event organized by
Working Mother Media to focus on diversity
and women’s development.
of participants in the
Women in Leadership
program
were promoted
Canada
At-a-glance
Formats 2
Banners Walmart and Walmart Supercentre
Stores 379
Market’s
www.walmartcanada.ca
corporate website
Market’s
www.walmartcanada.ca

Social responsibility Canada
Helping Canadian families in need Every dollar raised for

Our commitment to helping families in need starts at the local level, and we have a proud Children’s Miracle Network
history of strengthening the more than 300 communities we serve through charitable provides support for more than
partnerships and initiatives. Since 1994, we’ve raised and donated more than C$185 million
for Canadian charities and nonprofit organizations. In 2012 alone, C$14.2 million was raised 4,900 kids
and C$8.6 million donated to help Canadian families in need. each day
at 14 children’s hospitals
across Canada.
National charity partners
Children’s Miracle Network (CMN): We more than C$21 million since 2003. In 2012
contributed C$8.3 million in 2012 and more alone, CRC responded to 2,321 disasters, and
Last year BCC supported
than C$76 million since 1994 to help ensure more than 46,719 people were directly
1,215 breakfast programs
excellence in care for the more than 4,900 assisted following various emergencies and
and served more than
Canadian kids who go through the doors of disasters across the country.
a children’s hospital each day.
Evergreen: We have contributed more
20.5 million
breakfasts.
Breakfast Clubs of Canada (BCC): We than C$4.9 million to the Evergreen/Walmart
raised and donated C$3 million in 2012 and Green Grant program and have supported
more than C$20 million since 2006 to 433 projects since 2005. Evergreen serves as a
support 1,215 BCC programs nationwide. leading national funder and facilitator of local,
sustainable greening projects in schoolyards,
parks and communities across Canada. In 2012 the CRC responded
Canadian Red Cross (CRC): We raised and to 2,321 disasters,
donated more than C$2.8 million in 2012 and and more than
46,000 people
were directly assisted.
The Evergreen/Walmart
Green Grant program
has supported
433 projects
since 2005.
Walmart Walk for Miracles Community investment
The Walmart Walk for Miracles is our signature In 2012, we contributed to the Canadian
charitable event, raising millions of dollars for economy with C$17.7 billion in payments to
Children’s Miracle Network. This year marks 4,985 Canadian suppliers and service providers.
the 10th annual walk, which will be held One example is Mabel’s Labels, a woman-
consecutively in 12 cities from coast-to-coast, owned business whose personalized “labels for
including: Calgary, Edmonton, Halifax, Hamilton, the stuff kids lose,” was recently introduced at
London, Montreal, Ottawa, Saskatoon, St. John’s, our stores across the country. Founded in 2003
Toronto, Vancouver and Winnipeg. by four moms in a residential basement, it has
become a multimillion-dollar business based
in Hamilton, Ontario.
1 US$ = 1.00 CAD Dollar

2012 Average
Canada Environmental responsibility
Supercube trailer
In 2012, our transportation team wanted to find a way to
transport more goods to stores, while using fewer trucks to
reduce our environmental impact. The result was the launch
of a one-year pilot program involving a supercube trailer.
Each trailer was designed to carry 40 percent more goods –
30 percent in the trailer and 10 percent in a new dromedary
box – which translates into significantly fewer trips from
warehouses to stores. If the pilot succeeds and is implemented
across Walmart Canada, we have the potential to reduce
delivery trips by 3,000 per year.
Waste reduction and energy efficiency

Our waste diversion rate was 76 percent in 2012, and we’re
actively working in collaboration with municipalities to find
solutions for the remaining 24 percent. We’re testing
renewable energy sources, including wind, solar, geothermal
and hydrogen fuel cells, at our stores and distribution
centers. We recently retrofitted the overhead sales floor
lighting at our North Brampton store to LED, and the stores
we’re building today are 30 percent more energy efficient,
compared to our 2005 baseline.
Focused on product improvements

While we’ve made steady progress toward
our energy and waste reduction goals, our
sights are now set on our third and most
difficult goal – working with suppliers to
sustainably improve the products we sell,
from conception to the end of the product
life cycle. One example was initiated by
Stephen Johnson, a senior sourcing manager
who challenged a supplier to reinvent a line
of bedroom furniture with a detailed list of
sustainable objectives in mind. The result was
a product that contained:
• No particle/MDF board
• 100 percent certified solid wood
• 41 percent smaller carton
• No Styrofoam packaging
• 40 percent recycled packaging content
• Environmentally responsible glues
• Water-based stains
Buyers across the business are working to
make the products we sell more sustainable.
Company responsibility Canada
Women in Retail
Our Women in Retail store program has been
identified as a best practice by Wal-Mart Stores,
Inc., and is being replicated in 27 markets
around the globe. Since the inception of
Women in Retail in 2010, there has been a
35.8 percent increase in the number of female
store managers. It provides our associates with
tools and resources to develop their careers,
including mentor programs, workshops and
networking opportunities.
Cultural World Fair

Our annual Cultural World Fair celebrates
our diversity by giving associates an
opportunity to share their culture and
heritage with each other and is recognized
as best practice. Music, food and cultural
performances from around the world are
shared and celebrated.
Development and opportunity

In 2012, we experienced the largest growth in
our history. This growth meant tremendous
opportunities for our associates. We promoted
94 people into store manager roles and 241
into assistant manager roles. We welcomed
4,000 new associates, enhanced our 2012 promotions
development programs and celebrated the
graduation of 1,297 associates from our retail
training programs. 94
store managers
Developing Accelerated Retail Experience (DARE)
DARE was developed to enable top
university graduates to fast-track their
learning in a real-world business setting.
We learn as much from our graduates as
241
assistant
they do from us; the value the graduates store managers
have brought to our business and the
success they are achieving following the
program have resulted in our doubling the
number of participants from last year and
expanding to include a finance-focused
program. Approximately 75 percent of
DARE students have been placed in
permanent positions with us.
Central America
At-a-glance
Formats 5
ClubCo, Despensa Familiar, La Despensa de

Don Juan, La Unión, Mas X Menos, Maxi
Banners
Despensa, MaxiPali, Pali, Superpaiz, and
Walmart
Stores 642
Market’s
www.walmartmexicoycam.com.mx
corporate website
Market’s www.walmartmexicoycam.com.mx/
sustainability website responsabilidad_social.html

Social responsibility Central America
50,000+
people per month
benefit from food
donation programs
Focus on women
In 2012, we introduced several projects to improve the social and economic status of
more than 500 small and medium-sized enterprises led by women in areas affected by
unemployment and poverty. We’re providing the productivity-focused training necessary
to open the door to sell their products and services to our more than 600 stores across
Central America. These efforts tie back to Walmart’s Global Women’s Economic
Empowerment initiative.
Food bank support

Women with Future Implemented in Costa Rica, Through financial support and
El Salvador, Honduras and Nicaragua food donations, we’ve helped
in alliance with World Vision establish food banks in Costa
Rica, Guatemala, Honduras and
Project Organika y Oxlajú Utilized in Guatemala, in cooperation Nicaragua. In 2012, more than
with Asociación Gremial del 370 of our stores and distribu-
Empresariado Rural (AGER) tion centers donated more than
700 metric tons of food, benefit-
First Course for Women Leadership Based in Honduras, in partnership ing more than 50,000 people
with Vital Voices per month.
Strengthening Entrepreneurial Women Based in Nicaragua with Manna

in La Chureca Project International (MPI)
Women at Work In El Salvador, in alliance with

Asociación de Proveedores
Agrícolas (APA)
Central America Environmental responsibility
Small and medium-sized farmer market access

Our direct farm program for small and medium-sized farmers, Tierra Fértil,
35%
serves as the model for Walmart’s expanding global direct farm program.
It reduces environmental impact through proper training, while raising the
income and quality of life for farmers and their communities by increasing
of fruit, grain pay, eliminating intermediaries, raising efficiency and more. In 2012, we
purchased US$75,087,071 in products from 3,408 small and medium-sized
and vegetables from farmers and their families, accounting for 35 percent of fruit, grain and
small and vegetables sold at our stores across Central America.
medium-sized farmers
Reverse Logistics Recycling program*
Energy and In 2012 materials recycled

GHG reduction
We’ve featured LED lighting in 17,307 tons cardboard
parking lots and on building
exteriors at 478 stores since 2010. 2,080 tons plastic
In 2012, we piloted interior LED
in our stores and reduced green-
414 tons organics
house gas emissions associated
with refrigeration leakage by
324 tons other recyclable materials
35 percent.
Those numbers equate to saving 294,219 trees and 22,880 barrels of oil. Our working units
are equipped to recycle aluminum, glass, plastic, PET bottles, wood, electronic equipment
and organics (in our production plants).
*Utilized by our stores, distribution centers and processing plants
Company responsibility Central America
Diversity
We’re committed to maintaining a diverse work environment in which
all associates are respected and appreciated. (Our Equity and Inclusion
Consultative Council facilitates female labor development and addresses
equity- and inclusion-related issues.)
In 2012
41
percent women associates
34
percent
188
women management positions 3,669
associates special abilities
associates
promoted
Benefits Opportunity
75
We offer customizable and competitive The development and growth of our
life and medical insurance plans to associates is a high priority. During 2012,
all associates. In 2012, basic hospital 3,669 associates were promoted to higher
insurance was expanded to include responsibility levels. In addition, 75 female
accidents, emergency surgery, serious associates participated in developmental
injury, burns and other unexpected programs, and we launched an internship
events. Preventive checkups are also program for high-potential university female associates
available through our insurance programs. students. Eleven participants have already
gone on to begin professional careers in developmental
To ensure a desirable work/life balance for with Walmart.
associates, special paid days are provided programs
for paternity, health, Mother’s and Father’s
Days, marriage and family funerals.
Chile
At-a-glance
Formats 6
Central Mayorista, Ekono, El Buen Corte,

Express Lider, Revive and Super Bodega
Banners
aCuenta
Stores 329

Social responsibility Chile
Hunger relief
Walmart Chile is a strategic partner and founder of Corporación Red de Alimentos, an
organization that distributes food to more than 34,000 people, including low-income
families, children, pensioners and the homeless, through 104 NGOs. In 2012,
181,490 kg
we contributed CLP100 million toward the operation of the food bank and donated food donated
181,490 kilograms of food, equivalent to more than CLP316 million. in 2012
Focus on poverty
We support and encourage associate volunteerism
79,000+
to pensioners, teenagers and children who live in
more than 800 Hogar de Cristo and Refugio de Cristo
homes across the country. In 2012, we contributed
CLP30,945,617 for 131 voluntary visits by our associates.
Also, the company contributed CLP111,098,530 to people benefited
support community initiatives. from in-store
For the past 16 years, we have also invited customers to contributions of
make charitable contributions to Hogar de Cristo and CLP745,988,173
Refugio de Cristo at our Lider and Express de Lider
supermarket checkouts. In 2012, CLP745,988,173 was
raised, benefiting more than 79,000 people.
Women’s economic empowerment

In an effort to diversify our supplier base, we invited companies led by women to offer their
products and services through our various formats. More than 80 women-led businesses
attended and spoke with executives about becoming a vendor. As a result of the event, we
received 11 new product applications and nine new service applications. Efforts like these
align directly with Walmart’s Global Women’s Economic Empowerment Initiative.
1 US$ = 486.25 CLP Peso

2012 average
Chile Environmental responsibility
Energy
Walmart Chile invited Non-Conventional Renewable Energy (NCRE) power generating
companies to participate in a bid process to potentially secure 70 Gwh per year. Potential
applicants for the tender include proponents whose clean energy generation comes from
sources approved by NCRE, such as solar thermal, solar photovoltaic, wind, geothermal,
tidal and biomass.
Waste Products
Our Lider and Express de Lider formats In April 2012, The Sustainability Consortium
have been using plastic bags made from (TSC) announced the launch of its Chilean
75 percent recycled material since 2011. Hub. Walmart Chile is playing a leading role
While the long-range goal is to replace in incentivizing suppliers to develop more
all bags with these, there is a shortage of sustainable products. There are already
materials available in Chile to produce 10 companies, suppliers of Walmart Chile,
the necessary supply. So we developed working under TSC methodologies to
a countrywide system for receiving develop efficiencies and more sustainable
plastics bags from our customers for use products to be sold in Chile.
as raw materials in our recycled bags. We
implemented the system in November 2012
and expect to increase the percentage of
recycled plastic bags in use.
Company responsibility Chile
Encouraging education
In order to promote academic excellence, we have implemented incentives for our associates In 2012
and their families. The application process is held each December, and cash contributions women in management
+38%
earmarked for education purposes are awarded each April. In 2012, CLP387,660,000 in
scholarships was awarded, helping 1,175 associates and family members of associates,
including 21 children with special needs.
Scholarship program Recreation Days Diversity and inclusion

Every year, Walmart Chile invites associates In an effort to improve quality of life for our Walmart Chile is committed to
to apply to the Walmart Chile Scholarship associates and their families, Walmart Chile creating diverse work teams and
Program, which helps finance remedial sponsors Recreation Days, an initiative fostering an inclusive environment.
coursework, continuing education and during summer holidays (three days in We recently conducted a survey to
specialization classes. The number of January and February) and winter holidays identify and examine internal and
beneficiaries and the percentage of funds (two days in July). These activities are for the external challenges to attracting
allocated are based on the application children of a limited number of associates and facilitating the success of women
requirements met and the annual training who have been with the company for at within our company. We’ve already
budget. In 2012, 543 associates received least one year. This programming ensures made significant progress, as
funding through this scholarship program. these children have access to a safe 50 percent of the people reporting
environment and recreational activities to the CEO by the end of 2012 were
during these holidays. women. We also increased the per-
centage of women in management
positions across Walmart Chile by
38 percent from 2011 to 2012.
1 US$ = 486.25 CLP Peso

2012 average
China
At-a-glance
Formats 4
Sam’s Club, Smart Choice, Trust-Mart,

Banners
Walmart and Walmart Neighborhood Market
Stores 393

Social responsibility China
Women’s Development Fund

In 2010, we partnered with the China own business ventures or become employed.
Women’s Development Foundation (CWDF) To date, we’ve helped 1,316 families make
to launch the Walmart Women’s Development their business dreams come true through
Fund with an initial donation of RMB 1 million donations of RMB 1,500 to RMB 5,000. In 2012,
(approximately USD$150,000). This fund Walmart China donated a total of RMB 2 million
provides Chinese women in need with the to continue its support for this cause.
financial support they need to start their
Retail Talent Development Fund

In October 2012, we launched our Retail Talent across the country. Retail training courses are
Development Fund in cooperation with the developed by Walmart and the International
1,316
China Youth Development Foundation (CYDF). Youth Foundation (IYF) to specifically address
This RMB 3 million fund will be used to support the unique characteristics and challenges in
retail education at Bainian Vocational Schools our market.
families
benefiting
from Women’s
Development Fund
China Mobile Lab

In order to explore new ways to ensure food safety, we launched
the China Mobile Lab program in 2012, which will outfit customized
vans with advanced food safety inspection technology and specialists.
The program is available in Guangzhou City’s Walmart stores and
provides daily testing to help ensure food items are safe.
1 US$ = 6.31 RMB Renminbi

2012 Average
China Environmental responsibility
Walmart Earth Month 2012

Over the past three years, we’ve held Walmart Earth Month
300
in April. During the month-long “Planting Trees to Refresh
Communities” campaign, more than 300 of our stores
planted 10,000 trees with support from hundreds of
thousands of local associates, community volunteers, stores planted
10,000
supplier partners and local environmental protection
organizations. In addition, our stores powered down
lighting by more than 33 percent during nonpeak hours,
saving more than 500,000 kwh of electricity. trees
Progress and long-term commitment

On Oct. 25, 2012, the Walmart Foundation • Half of electric products sold at our stores
announced a US$2 million grant to help are RoHS compliant
expand The Sustainability Consortium • Reduced plastic shopping bag
(TSC) to China. With this grant, TSC China consumption by 86 percent
will engage industries, universities and
other experts to improve sustainability in • Increased solid waste recycling at our
consumer goods and provide resources to stores by 52 percent
help suppliers become more sustainable. • Completed Xiangmi Lake Rooftop Solar
At the store level, our efforts resulted in a Project in Shenzhen
number of success stories, including:
• Cut water consumption by 50 percent at

our new store prototypes
stores have reduced • Reduced greenhouse gas (GHG)
GHG emissions emissions at our stores by 11.3 percent,
11.3%
compared with our 2005 baseline
Continuing support for Liangping

since 2005 On June 13, 2012, more than 30 associates
from Walmart Chongqing revisited the
Liangping Xinjindai Ecological Primary School.
Associates donated books, teaching equip-
ment and stationery. In 2009, Walmart donated
RMB 6.5 million to rebuild Liangping following
the 2008 Wenchuan earthquake. Completed
in 2011, the school uses sustainable building
methods and clean energy to provide modern
classrooms for children in need.
1 USD = 6.31 RMB Renminbi

2012 Average
Company responsibility China
My Sustainability Plan
On Aug. 8, 2012, as part of the My Sustainability Plan (MSP) program, Walmart China
associates welcomed more than 180 of their children to our headquarters in Shenzhen to
join the Kid’s Open Day. During the event, parents and children participated in activities
together under the theme of environmental protection and family sense. This is just one
way we are helping associates live better, more balanced lives.
Women in
Leadership
program
Walmart China began
implementing the Women
in Leadership program in
2007. The program has
been very successful in
China, featuring a variety
of diverse and inclusive
initiatives, including yearly
Women in Leadership
Forum, Women Mentoring
Circle, Women in Leadership
Workshop, Quarterly Women
in Leadership Council
Meetings and more. As a
result, the number of
Sunny Warm Community women in director-level
In December 2011, we launched a charity positions and above at
event in collaboration with Sina.com Walmart China has
themed “@Sunny Warm Community.” * increased from 40 percent
To support this event, associates in more to 43 percent in 2012.
than 140 cities nationwide sent more than
3,000 “warm” New Year gift packages to
individuals and families in need. We’ve
grown @Sunny Warm Community into a
micro-charity platform, where consumers
and associates come together to support
corporate social responsibility efforts.
*micro-blog address:
http://e.weibo.com/wmcsr
India
At-a-glance
Formats 1
Banners BestPrice Modern Wholesale
Stores 20
Market’s
www.bharti-walmart.in
corporate website

Social responsibility India
Bharti Walmart has fully embraced the company’s Global

Women’s Economic Empowerment Initiative. We continue
to identify opportunities and open the door to sustainable
employment for women across the country. The following
is a sampling of the success stories already in place.
Small and medium-sized farmers

Our Direct Farm Program connects with more than
9,400 small and medium-sized farmers across nine states
in India (as of 12/31/12). We have set up farmer training
9,400
and collection centers across Andhra Pradesh, Delhi/
farmers trained
NCR, Haryana, Himachal Pradesh, Karnataka, Maharashtra,
Punjab, Rajasthan and Uttar Pradesh to provide training
to our farmer regarding good agricultural practices aimed
at increasing yield and improving quality of locally grown
vegetables. Our Direct Farm program works closely with
agricultural universities, agri input companies and NGO
partners to enhance income and livelihood of farming
communities in India. We’ve also provided training to
more than 3,800 women farm workers with the help of
our NGO partners.
Bharti Walmart Training Centres

Our 18 Bharti Walmart Training Centres across the
country provide free retail training to under- 6,500+
privileged youth, free of cost. By the end of 2012,
more than 18,000 students had been certified employed
and more than 6,500 had been placed in jobs
with various organizations. Women account
for 33 percent of the students certified by our
centers and are an integral part of our training
program as we prepare them for their first jobs
or, for some, careers in retail.
Cashew value chain

Our cashew value chain initiative, conducted in collabration with CARE, aims to provide
sustainable economic opportunity for 1,250 women in two coastal districts of Tamil Nadu.
Three processing centers and eight satellite centers are located in the villages to reduce
commute time and facilitate strong participation. This initiative has provided opportunities for
vulnerable women to improve literacy and math skills, while increasing their income.
India Environmental responsibility
Food throwaway reduction

Reduced In 2012, our Best Price stores lowered their food throwaway rate
to 2.33 percent, a reduction of 16.5 percent over the prior year.
throwaway rate by
16.5%
The following were key drivers in this initiative:
• More locally grown produce
in 2012 • Direct import of apples, pears and kiwi

• Proper indenting to reduce dump
• Focus on frozen meat to reduce processing dump of fresh
• Higher-grade items for longer shelf life and quality
Solar water heaters

Solar water heating systems are present in
all five Best Price Modern Wholesale stores
that opened in 2012. Solar energy is used
for heating water to a temperature of 50 to
60 degrees. The solar heaters installed have
the capacity to heat 500 litres of water and
reduce pollution. They’ve been incorporated
into the prototypes for our Greenfield stores.
As a result, we’ve reduced annual electricity
Plastic bag reduction consumption by 7,020 kWh per store, while
In an effort to phase out plastic shopping realizing a savings of INR 58,971 per store.
bags, our Best Price stores introduced
reusable, nonwoven bags and reusable
High Density Poly Ethylene (HDPE) bags
Recharge pits
in 2012. These two options alone have In an effort to replenish groundwater, we’re
reduced use of traditional plastic shopping utilizing recharge pits at our Best Price
bags in our stores by more than 90 percent. Modern Wholesale Stores. Rainwater from
our rooftops and internal roadways is
captured and routed into recharge pits.
The water is filtered by passing through
numerous layers of fine gravel, sand and
1 US$ = 53.42 INR pebbles, before flowing deeper into the
2012 Average
ground to recharge the water table.
Company responsibility India
Associate engagement
In an effort to increase transparency and encourage cross-functional
participation in key decisions, various committees have been formed to
advise the organization on initiatives as a focus group. A few key
committees include:
Women in Leadership Council: Addresses and advises senior leadership

regarding women-related issues, including key initiatives that aim to
develop and retain female associates
Rewards and Recognition Committee: Reviews the rewards and

recognition framework of the organization and suggests ways to ensure
we reward fairly and recognize associates on a regular basis
Culture Committee: Ensures constant flow of new and innovative ideas

to drive culture
Store associate development

In order to provide all associates equal opportunity, we’ve launched various
400+
programs, including Education at Work, Women in Leadership and Associate
Development Maps.
• Nearly 4,000 associates have completed our trainings

associates
• Associate Development Maps clearly chart career paths for associates.
• We offer regular refreshers and role-based training.
enrolled in
• In 2012, more than 400 store associates enrolled in English or computer computer or
education classes.
English classes
• Training Roadmaps have been developed for every associate in an
attempt to identify development needs.
Talent management for women

We realize and understand the advantages of employing and promoting
women, especially since the majority of our customers are women. We’re
currently developing nearly 100 female associates for management roles
nearly 100
and are committed to growing a diverse talent pool across India. female associates
being developed
for management
positions
Japan
At-a-glance
Formats 4
Banners Livin, Seiyu, Sunny and Wakana
Stores 438
Market’s
www.seiyu.co.jp
corporate website
Market’s
www.seiyu.co/company/sustainability

Social responsibility Japan
Food donation
Since 2009, we have partnered with Second Harvest Japan, the oldest food
bank NGO in the country, to donate food from our stores to local welfare
facilities. In 2012, by utilizing backhaul, we expanded our activities to 38 of
our stores in the Kanto area, and plans are in place to expand participation to
150 stores across the area by 2016.
58,832
food items donated
to Kanto-area
welfare facilities
in 2012 Tohoku
Kosodate project
Since 2012, Walmart Japan
has contributed grants and
50
store fundraising to Jespere, a
nonprofit organization that
supports postpartum mothers.
Our contributions are specifically
earmarked to support postpartum
mothers and their babies in the
single-parent coastal areas of Tohoku, where
households
people are still recovering from
a significant earthquake in 2011.
served in 2012
and 2013 2,543 mothers
have participated
in 186 consultative
sessions by professional
midwives
Supporting single parents
In 2011, we provided a grant to Florence, a nonprofit organization that supports
parents who are pursuing professional careers while raising children. That grant 94 mothers
contributed to a two-year program that provides single parents in poverty with received home visits
childcare service when their children become ill. In July 2012, we also started a for medical or mental
store fundraising campaign, and our customers have been supporting further purposes
expansion of this childcare service program.
Japan Environmental responsibility
GHG reduction
Reduced the Walmart Japan continues to reduce potentially harmful greenhouse gases
(GHG) associated with our environmental footprint. To date, we’ve introduced
GHG emissions
LED lighting in 359 stores, distribution centers and packaging centers. That,
of our stores and along with our investments in refrigeration and air conditioning system
distribution centers efficiency, and the introduction of EMS to all stores in 2011, has contributed
that existed in 2005 to our improved facilities.
by more than
20% as of 2012
Direct sourcing Plastic bag reduction

of produce Through our Hummingbird Campaign,
Walmart Japan has had a hand in which ran from 2007 to July 2012, we
the direct sourcing of produce for encouraged customers to bring reusable
four decades and built long-term shopping bags. As a result, more than Reduced plastic bag
relationships with farmers. In 50 percent of our customers made the
2012, we increased the number of transition. Building on this accomplishment, usage weight by nearly
40 percent
farmers we source directly from to Walmart Japan started charging for plastic
13,690, up by 128 from 2011. Our bags in July 2012 to further accelerate
direct-sourced produce accounts plastic bag reduction. Now, more than
for about 35 percent of total pro- 70 percent of our customers utilize in 2012 compared with
reusable shopping bags.
duce sales across Walmart Japan,
and we continue to forge new
our 2007 baseline
partnerships every year.
Company responsibility Japan
Careers for women

Approximately 70 percent of Walmart Japan associates are female, which is in line
with our female customer base. With that in mind, we launched our Female Encouraging
Leadership Program to encourage our female associates to pursue career associates’ ideas
development opportunities in the company. Since 2010, 242 associates have Our people make the difference,
participated in the Female Leadership Program, and a number of participants so we continually encourage our
have gone on to take leadership roles. associates to share their ideas
and solutions for everyday issues.
For example, we held the My Bag
Design Contest in July 2012, when
we began charging for plastic
Part-time to management bags. Associates submitted more
Across Japan, it’s generally difficult for part-time than 100 entries, and Ryoko Sato’s
workers to grow their professional careers. In 2012, design was printed on a few vari-
38
Walmart Japan, however, offers unique opportuni- eties of reusable bags sold at our
ties of career development for all associates who stores across the country begin-
are innovative, enthusiastic and committed to ning in February 2013. She works
better serving our customers. In fact, since 2006, at the Sendainagamachi store as
249 male and female associates who began women a checker.
part-time have been promoted into management
positions. In 2012, 66 associates, 38 of them
promoted to
women, were promoted to assistant manager. assistant manager
Ryoko Sato
Checker, Sendainagamachi
Mexico
At-a-glance
Formats 8
Bodega Aurrera, Bodega Aurrera Express, El Porton,

Banners Farmacia Walmart, Mi Bodega Aurrera, Ragazzi, Sam’s Club,
Suburbia, Superama, VIPS and Walmart Supercenter
Stores 2,353
Market’s
www.walmartmexicoycam.com.mx
corporate website
Market’s www.walmartmexicoycam.com.mx/
sustainability website responsabilidad_social.html

Social responsibility Mexico
Support for communities

Supporting the communities we serve is just as important to us as the relationship we have
with our customers, associates and suppliers. The alliances we have with hundreds of civil
society organizations across Mexico continue to impact lives every day. The Walmart Mexico
Foundation was recognized among The Best Foundations in Mexico by Poder y Negocios
magazine. In 2012, the Walmart Mexico Foundation contributed:
MXN581.6 130,996
associates
million participated
total giving in volunteer
activities
Fighting hunger
In 2012, we donated more than 22,000 tons
of food to hunger-related organizations
across the country, and our Your Help
Nourishes campaign earned the Effie Social
Award. We supported 19,107 family food
security programs and, by specifically
targeting the most vulnerable communities,
helped more than 4,000 children who were
battling malnutrition.
Micro, small and medium-sized farmers

In 2012, we purchased 80 percent of
production from micro, small and medium-
sized farms, equivalent to 1.8 billion pesos.
We continue to work directly with these
suppliers, focusing on sustainable farming
practices, post-harvest management
techniques, logistics and understanding of
quality standards that will help open the
door to opportunities in new markets for
them. We promote agricultural, aquacultural
and fishery products with the purpose of
reducing the risk of physical, chemical and
microbiological contamination through
sanitary conditions in primary production.
1 US$ = 13.15 MXN Peso

2012 Average
Mexico Environmental responsibility
Greenhouse gas reduction

In 2012, we reduced greenhouse gas (GHG) emissions associated with our operations by
22.4 percent compared with our 2005 baseline. We developed more efficient store
prototypes with new and better technologies, including air-conditioning and refrigeration
units that are 27.8 percent more energy efficient. In Mexico, 351 of our stores use renewable
energy produced by wind (347 units) and solar (four units). This allows us to reduce CO2
emissions by 137,476 tons a year.
Waste reduction Responsible products

We diverted 70 percent of our operational Our portfolio of environmentally responsible
waste – more than 207 million kilos of products covers biodegradables, as well as
cardboard, plastic, vegetable oil, white water- and energy-efficient items. In 2012,
grease and plastic hangers – from landfills in the product catalogue with the lowest
2012. We recovered more than 500 tons of environmental impact grew 35 percent
vegetable oil to transform into biodiesel, as compared with 2011, bringing our total
use in our Great Value Terra bar laundry to 1,254 products. Seven of those are
soap in Mexico and for our concentrated Member’s Mark EcoResponsible and 77 are
animal feed in Central America. We’ve also Great Value Terra. Others include energy-
reduced water use in our stores by more saving bulbs with improved packaging, and
than 443 million liters, versus our 2012 laundry bar soap containing 20 percent
goal of 217 million liters. postconsumption vegetable oil recovered
from our stores.
Commitment Performance
CO2/GEI -20% -23%
Energy -3.4% -3.8%
Water 6.0% 12.3%

(217 million liters) (443 million liters)
Plastic bags -50% -68%

(based on 2007) (based on 2007)
Products 925 1,254
Company responsibility Mexico
Talent development
We continually strive to provide opportunities for growth, development and advancement
for our more than 217,000 Walmart Mexico associates. We have a sound management process
that ensures a continuous flow of talent in numbers and capabilities to support our growth
plans and put the strategies of the business into practice. We invest in our people by devoting
time and resources to specialized training opportunities, programs and more. In 2012:
• 51 percent of our associates were women.

• 22,936 associates were promoted.
• 61,428 associates were hired.
• Our associates received 4.5 million hours of training.
Gender equality
Gender equality across the organization • Supporting the development of female
is a priority, as it provides us a better under- talent through the design and use of
standing of the needs of our female cus- activities aimed at personal growth and
51%
tomers and associates. In 2012, women held accelerated development programs such
more than 30 percent of our management as the Special Certificate for Female
positions. We’ve formed an integrated Managers/Executives, mentoring for
Gender Equality and Inclusion Council, and women and courses like Taking the Stage.
our leadership has outlined four specific
objectives related to this topic:
• Having communication and awareness women
associates
campaigns that favor the creation of a
culture and atmosphere of equality.
• Attracting and retaining female talent
through recruitment processes, ensuring • Providing support to external women
the participation of more women, through assistance programs for low-
supported by sounder policies aimed at income women, aimed at creating new
work/life balance and by development businesses or improving existing ones, and
programs that encompass flexibility in developing women as Walmart suppliers.
meeting the need for improving work/
life balance.
United Kingdom
At-a-glance
Formats 4
ASDA, ASDA Living, ASDA Supercentre

Banners
and ASDA Supermarket
Stores 565
Market’s
your.asda.com
corporate website
Market’s
your.asda.com/sustainability

Social responsibility United Kingdom
George LEAN project

Since 2009, we’ve been building momentum for LEAN, a program that guides how George
does business with suppliers by:
• Retraining workers and increasing wages

• Improving and re-engineering production flow Community Life
• Reducing product damage and downtime Piloted in 2011, our flagship
community program,
• Changing the way we partner with and plan commitment and production with factories
Community Life, rolled out to
In 2012, this scalable model was expanded in Bangladesh, accounting for 62 percent of the 560 stores and 23 depots last
garments we buy from suppliers there. Through efficiency gains and increased business, year. To date, 9,000 “Chosen
one George supplier has even invested in a new factory, where LEAN will be implemented By You, Given By Us” financial
from day one. grants have been voted for by
our customers and donated
by Asda.
Charitable support
Tickled Pink celebrated its 16th year in 2012. This unique Asda charity partnership supports
two outstanding charities, Breast Cancer Care and Breast Cancer Campaign. In 16 years,
Tickled Pink has raised more than £30 million for these charities, helping make a difference
for people affected by breast cancer now and in the future.
In 2012
£8.8 million
Kenyan smallholders and growers raised for local causes
We’ve aligned with the Department for We’re targeting June 2013 for the commercial
International Development (DFID) and launch and continue to work with our export
Project Nurture, a four-year pilot funded by partner and farmer groups to ensure that the
the Bill and Melinda Gates Foundation and necessary certification, supply and collection stores utilized
Coca-Cola Company, to demonstrate the
ability of smallholders and growers in Kenya
infrastructure is in place.
23,000+ times
and Uganda to double their income by as community centers
becoming long-term sustainable suppliers of
mango and passionfruit. At International
Procurement & Logistics Limited (a subsidiary
of Asda) we’re working specifically with
Kenyan farmers to introduce a new variety of Community Life
sweet yellow passionfruit. To date, we’ve:
Champions volunteered
• Engaged with 400 smallholders
and growers
115,000+ hours
• Identified suitable regions for growing
locally for medical
or mental purposes
• Selected pilot farmers and organized
marketing groups
• Secured a partner to aggregate, pack
and export
• Generated positive consumer feedback
regarding taste and pricing
1 US$ = 0.63 GBP Pound Sterling

2012 Average
United Kingdom Environmental responsibility
Carbon footprint reduction

Over the past four years, we’ve reduced our carbon footprint by 17.7 percent,
the equivalent of 230,989 metric tons of CO2 or 150,000 flights from London to
New York. Top achievements include:
• Diverted more than 96 percent of operational waste from landfills

• Cut energy consumption by one-third
• Reduced greenhouse gas (GHG) emissions by 7.5 percent via company-wide
refrigeration maintenance program over the past year
• Lowered transport emissions by an industry-leading 47 percent since 2005
Customers: Working with suppliers

Everyday Experts Asda Exchange Farming
Since 2011, we’ve communicated
In January 2012, we introduced the Asda Since 2011, we’ve worked with British
directly with our customers about
Sustain and Save Exchange – an online Seed Houses to encourage our beef, lamb
sustainability and what Asda can
supplier tool to help our fresh, chilled and and dairy farmers to utilize Aber high-sugar
do to support their aspirations to
frozen suppliers align with our long-term grasses (HSG) and clovers, which have
live healthier, environmentally
strategy for a sustainable supply chain – to the potential to significantly improve
sustainable lives. Everyday Experts
more than 350 members from more than production efficiencies and performance,
engages more than 8,000 customers
250 companies. The tool has become a key while reducing carbon footprint. In 2012,
and uses that insight to inform
part of doing business with us, helping our they purchased more than 1,000 packs of
our business decisions in such
suppliers improve resource efficiency high-sugar grass seeds.
areas as packaging and food
through access to best practice guidance,
waste, as well as to shape the
industry experts and sharing of knowledge.
Greener Life pillar of our signature
Community Life program.
Adaptation
In 2012, we piloted a study on the fresh
produce category to determine whether
this approach yields helpful management
information using global warming predic-
tions of 2 degrees. ASDA’s customer prop-
osition “Saving You Money Every Day” is
central to our corporate strategy and
brand commitment. Underlying supply
chain performance drivers of price, quality
and availability are increasingly being
affected by climate change, both now
and in the future. The findings are tar-
geted at improving our overall sourcing
strategy by offering new insights that lead
to a competitive advantage.
Company responsibility United Kingdom
Colleague Steps launch

The colleague training strategy has been redefined and launched during 2012. It comprises
three parts:
Step In: Four-week training for all new hourly paid colleagues.
2,827
Step On: Mini-modules and coaching activities covering all aspects of the leadership
framework. This is predominantly for colleagues who want to take the next
promotion step to become Section Leaders.
colleagues had completed
Step Up: Technical and behavioral training for promoted managers and Section
retail apprenticeships
Leaders. The training is accredited by City & Guilds and, since August 2012,
by the end of 2012
8,824 colleagues have earned a certificate. Nearly 160 colleagues have successfully
completed all 10 modules of the program.
Colleague Hardship Fund Apprenticeships

Asda Foundation’s Colleague Hardship
Colleague Hardship Fund As part of our ongoing
Fund supports colleagues (including contributed commitment to offering
£188,000
current, retired or those who have left training and development
for health-related reasons) and their opportunities to our
immediate family members who find colleagues, we support the
themselves at serious risk of financial in support of 296 colleagues Retail Apprenticeship, a nationally
hardship. since 2010 recognized qualification
through City & Guilds since
June 2011. By the end of 2012,
2,827 colleagues had fully
completed retail apprenticeships,
and another 114 are participating
in 2013.
Mum2Mum Disability
In 2012, more than 70 Asda House In December 2012, we celebrated recruiting our
colleagues benefitted from Mum2Mum, 2,000th disabled colleague through Remploy
our peer maternity mentoring program, on International Day for Disabled People.
available before, during and after their
maternity leave. We plan to pilot the
Women of the Future Awards
Mum2Mum program in Scotland and
We’re very proud of the fact that two of our
at our supermarkets during the first half
colleagues were recognized with prestigious
of 2013, followed by expansion to all our
Women of the Future Awards in 2012.
stores and depots by the end of the year.
Lindsey Goldsbrough, GSM Boldon
Superstore, won Business Woman of the
LGBT Future, and Fiona Lambert, brand director
In October 2012, we established our for George, was named Mentor of the Year.
lesbian, gay, bisexual and transgender
(LGBT) network, in addition to introducing
a website, www.asdalgbt.co.uk, and a
monthly newsletter with relevant and
related information.
1 US$ = 0.63 GBP Pound Sterling

2012 Average
Walmart U.S.
At-a-glance
Formats 4
Amigo, Neighborhood Market by Walmart,

Banners Super Ahorros, Supermercado de Walmart,
Walmart and Walmart Express
Stores 4,005
Market’s
www.corporate.walmart.com
corporate website
Market’s www.corporate.walmart.com/global-
sustainability website responsibility-report

Social responsibility U.S. – Walmart
Operate globally. Give back locally.

Whether it’s a small grant to a local school or customer engagement campaigns and
a large grant to a hunger-relief organization associate-driven programs that broaden and
working across several states, Walmart and deepen the impact we can make.
the Walmart Foundation invest in programs
that align with our key areas of giving: Hunger Giving back to the communities where we
Relief & Healthy Eating, Sustainability, Women’s live and work is central to Walmart’s live
Economic Empowerment and Career better mission. Our store, club and logistics
Opportunity. associates are passionate about a variety of
causes that make our local communities
In addition to grant making at the local, state, across the U.S. better every day.
national and international levels, we engage
in business-led initiatives that utilize Walmart’s The following are a few examples:
unique assets, including food donations,
Fighting Hunger
Together
Children’s Miracle Network Hospitals In 2010, Walmart and the Walmart
Walmart is committed to supporting causes that Foundation launched Fighting
make an impact locally, such as Children’s Miracle Hunger Together, a $2 billion
Network Hospitals. As part of our Six Miracle Weeks cash and in-kind commitment
campaign from May 1 to June 15, 2012, our customers through 2015 to help end hunger
and associates raised more than $41 million for For a video about our support of in America. Donations of cash,
local Children’s Miracle Network Hospitals across Children’s Miracle Network food, refrigerated trucks, mobile
the country. Hospitals, go to the online version pantries and other resources are
of this report at http://corporate. changing lives in communities
walmart.com/microsites/global- across the nation every day.
responsibility-report-2013.
Volunteerism Always Pays Safe miles programs

Service is a core part of our culture. Whether Walmart’s retail success depends on its ability
an associate works at a Walmart store, Sam’s to move goods from our distribution centers
Club or logistics facility, we’re passionate about and transportation offices to our stores across
volunteering for local causes. Through the the U.S. Our staff of skilled drivers makes up
Volunteerism Always Pays program. Walmart the backbone of our logistics team, which
provides grants to qualifying organizations operates one of the largest and safest fleets
when associates improve their communities in the world. Each driver averages around
by volunteering on their own or in a group. 100,000 miles annually – that’s like driving
In FY2013, the Walmart Foundation around the world four times! During the Safe
awarded more than $18 million in grants Mile Campaigns, we celebrate every mile
to local nonprofits. logged responsibly during that time period
by donating $.01-$.02 to charitable programs
Walmart is proud of the servant-leadership including Children’s Miracle Network
practiced by thousands of associates who Hospitals’ Safe Driving for Kids, Victory
invest their time and talent in making their Junction Gang’s Miles for Smiles and
communities better. countless local education programs. With the
ground our fleet covers, those miles quickly
translate into more than $750,000 annually.
U.S. – Walmart Environmental responsibility
Advancing renewable associates to implement good energy savings

behaviors in their stores and clubs. The pilot
energy, efficiency included a commercial series broadcast on
We continue to find ways to reduce our Walmart TV (an internal channel broadcast in
consumption of nonrenewable energy. break rooms and at the corporate office) that
Behind the scenes at more than 4,000 reminded store associates even the smallest
Walmart U.S. stores, a number of projects actions, such as closing refrigerator doors and
help conserve our natural energy resources stocking refrigerated cases correctly, can add
while maintaining the comfortable and up to major energy and cost savings. We plan
inviting shopping atmosphere our customers to grow our associate engagement programs
expect. We’ve implemented a variety of around energy and other important resources
efficiency measures and renewable energy in 2013 and beyond.
systems at our new and existing stores,
including high-efficiency lighting retrofits,
natural skylights with dimming systems, Compactor monitor program
high-efficiency motors in our walk-in coolers For 561 store locations that were experiencing
and roof-mounted solar panel arrays. We difficulty meeting waste-tons-per-haul
continually model new store design target weights, we installed compactor
prototypes and test new technology to monitoring devices to trigger when certain
optimize our building performance. target weights were achieved. During 2012,
this program increased our tons per haul
In 2012, we: from 6.10 to our targeted 8.17. Since these
compactors contained more waste when
• Piloted glass doors on medium- emptied, total hauls decreased from a
temperature cases at 33 stores in projected 16,400 to just 10,500, saving the
Puerto Rico. company $3.1 million. With the implemen-
tation of our Landfill Waste Reduction
• Installed our 200th solar system, each Programs, we were able to remove the
providing 15 to 30 percent of a store’s second compactor from 1,589 supercenters,
electricity needs. resulting in $1 million in annual savings.
• Grew our number of fuel-cell sites to
31, each providing 40 to 60 percent Waste reporting
of a store’s electricity needs.
Historically, waste service providers, such
• Installed our first 1 MW utility-scale wind as haulers and landfills, have required 60
turbine, capable of providing approximately to 90 days to provide data. To effectively
15 to 20 percent of our total electricity drive store execution, our stores, clubs and
requirements at our Red Bluff Distribution distribution centers in the U.S. needed data
Center in California. 15 to 20 days past the service period. Working
These advances, coupled with our continued with each service provider, we initiated a
progress on energy efficiency, have resulted number of specific challenges targeting the
in a 20 percent reduction in greenhouse gas waste industry and its reporting practices.
(GHG) emissions annually at our 3,136 stores To date, these steps have successfully
and distribution centers that existed in 2005. reduced reporting times by nearly 35 percent,
with dramatic improvement expected in fiscal
2014. Once this level of reporting is available
Associates conserving energy industry-wide, it should prove beneficial to
We recognize our store associates play a very the entire retail sector and become a standard
important role in conserving energy. During specification in negotiating future solid waste
the summer of 2012, we began trial testing service needs.
informational commercials, reminder stickers
and store energy reports to encourage
Company responsibility U.S. – Walmart
Diversity and inclusion As we continue to broaden and accelerate

diversity in our workforce, we remain
As Walmart U.S. strives to help more than
committed to maintaining an inclusive
100 million customers and 1.3 million
workplace through leadership engagement,
associates across the country each day,
associate development and external
we understand the value and importance
investment in our communities.
of driving diversity and inclusion in our
business and workplace. We’re proud of
our commitment to associate development Where jobs turn into careers:
and community outreach, as 100 percent of Opportunity is plentiful in
more than 51,000 field managers actively
sponsor associates in their business areas Walmart U.S.
and participate in diversity events in their At Walmart, our people truly do make the
difference, which has a significant impact
stores and communities.
on the customer experience. We continue to
Walmart U.S.
Walmart remains committed to increasing invest in on-the-job talent development and Field Management
the representation of women and people career advancement opportunities for our 2007 to 2012
of color throughout our organization. In associates, as well as skills training programs
FY2013, Walmart U.S. increased the that cater to the specific needs of our Women People of color
representation of women and people of communities at large.
Increase in market managers
color across all store management roles
The Walmart U.S. Talent Development team
+92% +61%
(store manager, shift manager, assistant
manager). Furthermore, we leveraged all is charged with on-boarding more than
of our development programs to create a 500,000 new associates (including temporary
diverse pipeline and accelerate readiness associates) each year, as job seekers from
of our associate talent. In fact, women and across the nation choose Walmart as their Increase in store managers
minorities represented more than half of the preferred employer. The team’s New Associate
high-potential participants in our FY2013
Leadership Academy, which serves as our
Orientation program and Job-Specific Training
plans provide the opportunity for all new +42% +32%
premier accelerated management program. associates, from cashier to market manager, to
learn what it takes to be a Walmart associate,
how to prosper in the Walmart culture, and Increase in co-managers
Our commitment to diversity and inclusion
starts at the top through the engagement how to be the best at their chosen job.
of our senior leaders. Walmart U.S. Chief
The surprise for many new Walmart
+134% +125%
Operating Officer Gisel Ruiz is the first Hispanic
woman to lead more than 3,900 Walmart associates is that whether they joined seek-
stores across the U.S. and was named by ing flexible work, part-time or full-time posi-
FORTUNE magazine as one of the 50 Most tions, Walmart offers a diversity of career
Powerful Women in Business. More than half destinations for thousands of Americans.
of Walmart U.S. business unit presidents, The Walmart U.S. Talent Development team
divisional senior vice presidents and regional delivers training and career development
vice presidents are women and/or people of programs that have resulted in more than
color. Our senior leadership sets the tone at 165,000 associate promotions each year.
the top by integrating diversity and inclusion Design and delivery of technical and leader-
into business strategy as the foundation for ship skills programs by the U.S. Talent
our commitment to customer service and Development team provides Career
associate development. Pathways, which support associates’ choice
to make Walmart a career destination.
U.S. – Walmart Talent and development
Walmart Lifelong • More than half of participants

are women, and approximately
Developing our Leaders: Learning Program
6,615
24 percent are people of color.
We know that education is the single
most competitive advantage our • Participants work in all 50 states and
associates can have in the 21st century. the District of Columbia.
We also know that time constraints and • From program launch to January
Walmart U.S. leaders cost are the two factors which most 2013, APUS presented 61 degrees and
commonly prevent working adults from 18 professional certificates to Walmart
were developed under taking the step to return to college. With associates (Walmart, Sam’s Club,
our Assistant Manager this in mind, we created the Lifelong Logistics and Home Office) under the
Training Program. Learning Program to make college more Lifelong Learning Program.
affordable and more accessible for • For select salaried managers,
associates and their family members Walmart’s Management Professional
who desire to continue their education. Development program provides easy
Through this program, we believe access to on-site and online classes,
Walmart can make meaningful progress including courses from accredited
against the following four goals: colleges such as American Public
University (paid for by Walmart).
• Better equip associates for their
futures Leadership Academy
• Strengthen the company’s talent Our premier talent fast track program is
pipeline designed to accelerate the advancement
• Demonstrate the value of retail jobs of our best leaders. Leadership Academy
is a system that takes top talent that has
• Play a leadership role in increasing
been identified by the business, accelerates
the number of Americans with
their growth, expands their networks and
postsecondary education credentials
places them into important roles in the
business. The classes are shaped by – and
Through a partnership between Walmart
respond to – current global events and
and American Public University (APU),
business challenges. Leadership Academy
U.S. associates receive:
consists of four tracks, allowing participants
to work and learn alongside peers from
• A 15 percent tuition grant
across the business.
• A book grant for all required
undergraduate textbooks Graduates are placed into new roles as
• College credit at no cost for courses in soon as possible following completion
which an associate can demonstrate of the program. In 2012, 131 associates
that their on-the-job training and completed the program, with more than
learning is equivalent 400 associates having completed the
program since its inception. A key facet
Since the Lifelong Learning Program
of Leadership Academy is its design as
launched in June 2010, it has attracted
an immersion program, and a critical
a broad range of associates. Participant
component is Cohort Leaders. These key
demographics and achievements
points of differentiation make this a very
include:
unique development experience.
• More than 4,000 associates have

enrolled in the program and have
taken one or more courses.
Talent and development U.S. – Walmart
Global Merchant Talent Marketing at Retail Speed

Development (MARS) Program: Whether associates are
• Developed the Walmart U.S. Merchant • The MARS orientation and immersion coming to Walmart for
Competency Model. program introduced eight new
a job or a career, they
associates to the Walmart Marketing
• Designed and introduced a Global
department in FY2013. will find themselves a
Merchant Development Framework.
more capable and
• The MARS program is eight weeks
• Instituted a formal Merchant
long and includes in-store training,
prepared person after
Development Dashboard to measure working at Walmart.
participation rates, knowledge gaps merchandise overviews, Marketing
and business impact. and Merchandising course work,
exposure to distribution and layout
• Refinement of Next Generation centers, specialized in-market training,
Merchant Programs that offer and a case study/final presentation
networking, sponsorship and centered around the Walmart core
organizational knowledge customer, culture and business model.
learning opportunities to develop
merchant careers. Champions in Development:
• Merchandise Leadership Program Accelerated development
(MLP) and Replenishment Leadership for diverse talent
Program (RLP) offered training
• Launched Champions in Development
opportunities for candidates during
for top talent women in Operations.
a six-month-plus rotational program.
Participants include both U.S. and • 80 high-potential women participants.
international associates. • Women’s development program.
• Merchandise Leadership Program • Leadership engagement and
(MLP) trained 30 candidates in FY2013, follow-up.
including three from International.
• Two EVP leadership touch points.
• Replenishment Leadership Program
• Quarterly SVP leadership touch points.
(RLP) trained 24 candidates in FY2013,
including three from International. • Eight regional leadership touch points.
• In FY2013 we hosted 38 interns, • 20 Operations participant promotions
19 of which will be future Merchant as of Dec. 25, 2012.
Talent Program participants (MLP,
RLP or intern). Accelerated Hourly
• Development of comprehensive Supervisor Program
EDLP/EDLC education. Seven-week program to accelerate
• Designed and introduced readiness and competitiveness of our
Transitioning Of Talent to hourly population for promotion into the
Merchandising (TOTM). assistant manager role.
• In 2012, we trained eight candidates
• 462 (93 percent) graduates.
(six store managers with six to
22 years of experience, one internal • 52 women promoted; 22 minorities
cross-functional candidate, and one promoted following August graduation.
external candidate). • Competency and leadership
development; interviewing skills.
Sam’s Club
At-a-glance
Formats 1
Banners Mas Club, Sam’s Club
Stores 620
Market’s www.corporate.walmart.com
corporate website www.samsclub.com
Market’s www.corporate.walmart.com/global-
sustainability website responsibility-report

Social responsibility Sam’s Club
Sam’s Club Giving Program

Charitable giving is part of our culture and company history. We are committed to making an
impact by supporting community-based programs that help small-business owners grow as
well as empower young people and families. In FY2013, Sam’s Club and the Sam’s Club Giving
Program made cash and in-kind contributions of more than $106 million, including the
donation of more than 43 million meals. For more information on Sam’s Club Giving, please
visit www.samsclub.com/giving.
Supplier Diversity
Our Supplier Diversity program aims
to create economic opportunity
for minority- and women-owned
businesses, while delivering
merchandise that’s extremely
relevant to our members. We held
two supplier summits last year as a
way to bring the program to life at
Sam’s Club by connecting suppliers
and buyers.
In April 2012, Michele Sutton,

associates volunteered
9,000 hours 137 million Founder and CEO of Sutton

Ferneries, a fern and foliage
meals provided supplier based in Miami, attended
a Sam’s Club Supplier Summit.
helping local small businesses during to local food banks
She’s a Jamaican woman who
National Small Business Week since 2005
leads her company with extensive
industry knowledge, as well as
strong attention to detail and
Giving locally with ACCION, National Association of organizational skills. Michele and
We work in the communities we serve to Latino Asset Builders, Count Me In, The our floral buyer connected, and,
understand the greatest need and lend SCORE Foundation, Junior Achievement over the next several weeks,
support through volunteerism, cash and and others will: worked together to create a
product donations. In 2012, Sam’s Club greenery program at Sam’s Club.
associates volunteered more than 300,000 • Help 3,600 small-business owners The partnership is just over one
hours total. Through their efforts, more get training year old, but has developed as if
than $3.2 million was awarded to eligible they were long-term business
• Provide 265 small-business loans
organizations through the Volunteerism partners. This is a big win for both
• Create/maintain 1,200 jobs Sutton Ferneries and Sam’s Club,
Always Pays program. In addition, Sam’s Club
Associates spent 9,000 hours in their • Educate 35,000 students and our members love the result.
communities helping small businesses
during National Small Business Week.
Meals donated
Sam’s Club provides proteins, including
Giving nationally meat and cheese, as well as baked goods For a video about one of our
Sam’s Club and the Sam’s Club Giving to Feeding America for distribution to its recent supplier summits, go to the
Program support a number of leading hundreds of food banks nationwide. Since online version of this report
nonprofits who have a direct impact on partnering with Feeding America in 2005, http://corporate.walmart.com/
small business owners across the country. we’ve provided more than 137 million meals microsites/global-responsibility-
We expect our most recent grantmaking to its network of local food banks. report-2013.
Sam’s Club Environmental responsibility
These initiatives high- Partner membership program

light recent associate In an effort to further integrate This program:
sustainability into our business model, we
contributions to our created a partner membership program
• Creates a win-win-win for the business,
business members and the communities
work in environmental with Waste Management in September we operate in by diverting more waste
sustainability and also 2012. Under the agreement, Sam’s Club from landfills.
Business Members receive their first solid
drive business value waste and recycling pickup free, while • Demonstrates leadership with business
across the company. Waste Management customers who join or members by creating awareness of their
renew their Sam’s Club memberships waste stream.
receive a gift card for up to $25. • Contributes to the partner membership
program for Sam’s Club.
Enjoy a year of
amazing savings and a
Sam’s Club® Gift Card.
Join or renew as a Sam’s Club Plus® Member,
and receive the best in savings and conveniences – starting with up to a $25 Gift Card. 1
• Sam’s Instant SavingsTM. Enjoy extra • Early Shopping Hours. Plus and Business
discounts on top of our Members-only Members can beat the crowds starting at 7 am
prices, every time you shop.* Monday-Saturday.
• Enjoy more Pharmacy savings. Plus and • Earn more rewards. Simply use your
Business Members save even more on top Sam’s Club® Discover® virtually everywhere
of our already low cash prices, including Discover® is accepted.†
8% on name-brand prescriptions and 40%
on generics not part of our $4/$10 generic • Exclusive Optical savings. Save an additional $40
prescription plan.** when you buy two pairs of frames and lenses.††
Or, choose a Business or Advantage Membership and receive a $10 Gift Card at sign-up. 1
Visit SamsClub.com/membership or a full list of benefits.
Sam’s Club®
Membership
Enjoy the value of Membership!
Certificate
Receive a $25 Sam’s Club Gift Card when you join or renew as
a Plus Member. Or, receive a $10 Sam’s Club Gift Card when
you join or renew as a Business or Advantage Member.
This certificate is valid for Waste Management Business Customers.
Offer good through August 31, 2013.
This offer is limited, and may be terminated or changed at any time. A Sam’s Club Business Plus and Business Membership include one primary card,
one company card and one spouse (or other household member over the age of 18) card. A Sam’s Club Advantage Plus and Advantage Membership
include one primary card and one spouse (or other household member over the age of 18) card. Primary Memberships are valid for one year from
the date of issue. Walmart® and Sam’s Club® Associates are not eligible. The certificate may be redeemed for a new Membership or renewal of a
Membership. The incentive with this offer cannot be used toward Membership fees, and must be claimed within 30 days of Membership signup or
renewal connected with this program. Certificates and special promotions are not valid at SamsClub.com or by mail. Primary Membership fee (does not
include tax in some places; fees subject to change) will apply at the time of renewal. Not valid with any other offer. Visit SamsClub.com/privacy to
view our privacy policy. Offer not valid in Puerto Rico. For a limited time only. One time use only. Only original certificates accepted.
Plus Advantage or Business
To take advantage of this offer, present the certificate along with proof of
Waste Management service at the Member Services Desk of your local Club.
For a Club near you, visit SamsClub.com or call 1.800.881.9180.
*
All terms and conditions apply. Visit SamsClub.com/instantsavings for complete program details and terms and conditions.
**
Savings only for cash purchases based on the dispensing Sam’s Club Pharmacy’s cash price. Discounts not available for purchases covered by health insurance or a state/federal government health care program, on SamsClub.com, or
covered by Walmart’s Prescription Program or any Sam’s Club promotion. Restrictions apply. See your local Sam’s Club Pharmacy for details.
†
Subject to Credit Approval. See “How to Earn Cash Back Rewards” in the Sam’s Club Discover credit application for complete details. Discover® and Discover® Network acceptance marks are service marks used by GE Capital Retail
Bank under license from Discover Financial Services.
††
Valid prescription required. Offer applies to Advantage Plus and Business Plus Members. Offer applies to prescription glasses including prescription sunglasses. Purchases must be made on the same transaction on the same day.
Offer is valid with Associate eyewear discount. Offer can only be applied with two complete pair purchase. Offer is not valid with third party or insurance orders. Offer is not valid for contacts or non-prescription sunglasses.
1
Join or renew as a Plus Member and receive a $25 Gift Card, or join or renew as a Business or Advantage Member and receive a $10 Gift Card. This offer is limited to Waste Management business customers only and is valid through
August 31, 2013. You must be over the age of 18 to purchase a Membership, and Membership is subject to qualifications. This offer is valid for Memberships issued in-Club only and is not valid online. Gift Card will be provided at time
Membership card is issued or Membership renewed. This offer may not be combined with any other offer or promotion. Only one Gift Card per primary Member. Gift Card may not be used to pay for Membership fee. Membership
cards are non-transferable and are valid at all Sam’s Club locations worldwide. Walmart and Sam’s Club Associates are not eligible for this offer. A Sam’s Club Business Plus Membership and Business Membership include one primary
card, one company card and one spouse (or other household member over the age of 18) card. A Sam’s Club Plus® Membership and Advantage Membership include one primary card and one spouse (or other household member over
99%
the age of 18) card. Primary Memberships are valid for one year from the date of issue. Walmart® and Sam’s Club Associates are not eligible. The certificate may be redeemed for a new Membership or renewal of a Membership. The
incentive with this offer cannot be used toward Membership fees, and must be claimed within 30 days of Membership signup or renewal connected with this program. Certificates and special promotions are not valid at SamsClub.com
or by mail. Primary Membership fee (does not include tax in some places; fees subject to change) will apply at the time of renewal. Not valid with any other offer. Visit SamsClub.com/privacy to view our privacy policy. Offer not valid
in Puerto Rico. For a limited time only. One time use only. Only original certificates accepted.
Tire and battery recycling

To divert harmful battery components from municipal waste streams and to ensure
the 4 million used tires we collect annually from being improperly disposed of, we have
of the 4 million developed recycling programs that are among the most impactful in the country. For
batteries, we worked with two major supplier partners – Johnson Controls and East
tires we collect Penn Manufacturing – to develop a closed-loop battery recycling program, while
annually are diverted partnering with Quest Recycling to create a cost-neutral program to turn used tires into
fuel sources, rubber mulch and more. These initiatives help to:
from landfills
• Divert 80 percent of batteries being replaced at Sam’s Club Tire & Battery Centers
from entering municipal waste systems, compared with mass retail at 73 percent
• Divert 99 percent of more than 4 million tires from landfills annually
• Eliminate more than $2 million annually in scrap tire hauling expense
Company responsibility Sam’s Club
Diversity
Our U.S. workforce is composed of Over the past three years
approximately 114,000 associates, including (2009–2012) at Sam’s Club:
more than 58,000 women. • The number of people of color officers
has increased by 133 percent.
We’re continually striving to become one of
the best places to work for both women • The number of female officers has
and people of color. In February 2012, remained the same.
Rosalind Brewer became Wal-Mart Stores, • Female market managers have increased
Inc.’s second female CEO, joining Walmart by 120 percent.
Canada’s CEO Shelley Broader. Rosalind is
• Female club managers have increased by
the first African-American female CEO of a
18.3 percent.
business unit in the company and the first
African-American female to report directly • Female club assistant managers have
to the CEO of Wal-Mart Stores, Inc. increased by 1.4 percent.
• People of color club managers have
increased by 6.3 percent.
Approximately • People of color assistant managers have
50% increased by 2.6 percent
of our associates
are women
Focus on MSP inspires Project: S.A.M. Project: S.A.M. revolves

In October 2012, Sam’s Club launched board for associates to stay engaged. These around three core goals:
Project: S.A.M. (Sustainability Actions Matter), boards quickly became a source of motivation
a program piloted in the west division that as two awards were presented in the west
S – Super Sandwich Bales (SSB)
was designed to marry My Sustainability division at the Sam’s Club Year Beginning (increase by 5 percent) SSBs are
Plan’s (MSP) focus on personal sustainability Meeting: one for the most sustainable club compacted recyclable materials
actions outside the workplace with simple and another for the most improved club as literally sandwiched between a few
steps intended to produce tangible business it relates to sustainability. layers of cardboard and are a key
and sustainability results within our U.S. clubs. metric for measuring the waste
With the completion of a successful pilot diversion performance in our clubs.
During the pilot, points were calculated in January 2013, Sam’s Club plans to roll
based on the number of Super Sandwich the program out nationally for one year, A – Alarms on Freezer
Bale (SSB) tons recycled, freezer cooler door beginning in April 2013. As a result, awards Cooler Doors
alarm hours, and the number of associates will be given annually, moving forward to the (decrease by 25 percent) Sam’s Club
who signed an MSP card and was displayed club that performs best in all three areas. By had nearly 200,000 hours of alarms
in each club (more details to the right). A focusing on the three simple steps outlined last year at a cost of over $2 million.
running scorecard was kept and distributed in Project: S.A.M., we’re leveraging our size
monthly, showing where each individual club and scale to grow the impact we’re having M–M
SP Participation
and collective region of clubs ranked in terms inside and outside our physical club walls. (increase club participation in
of progress. Each club appointed a Project: MSP to 25 percent overall)
S.A.M. captain to maintain a commitment The average MSP participation
rate among associates was less
than 1 percent prior to launch.
Our progress
2012 Commitments and progress Completed

On track
Not met
Commitment Progress Update
Waste
Eliminate landfill waste from Even as our retail sales and square footage continue to increase,
U.S. stores and Sam’s Club Walmart U.S. improved to 80.9 percent reduction in 2012.
locations by 2025. Sam’s Club U.S. improved to 77.31 percent reduction in 2012.
Reduce our global plastic We exceeded the target by reducing plastic bag waste across our
shopping bag waste by an global operations by 38.1 percent, or approximately 10 billion bags.
average of 33 percent per
store by 2013 (2007 Baseline).
Walmart will reduce food While considerable attention is being paid to producing more food to
waste in emerging market meet growing population demands, one of the most immediate and
stores and clubs by 15 percent effective ways to alleviate some of the pressure is to waste less of what
and in our other markets by we already have. One example of our progress in this area is our Asda
10 percent by the end of operations aligning with the U.K. government’s Courtauld Commitment
2015 (2009 Baseline).
to eliminate 2,455 tonnes of food waste through better forecasting in
our fresh department and another 1,059 tonnes by reducing back-of-
house inventory.
Products
We will partner with suppliers 210 factories achieved the goal of improving energy efficiency by
to improve energy efficiency 20 percent during the program period. Total energy savings from the
by 20 percent per unit of program is 2.2 billion kWh, which is equivalent to reducing 2.1 million
production by the end of metric tons of GHG emissions.
2012 in the top 200 factories
in China from which we source
directly (2007 Baseline).
We will work with suppliers Returns from defective merchandise for FYE2013 were 0.94 percent.
to drive customer returns
on defective merchandise
virtually out of existence
(less than 1 percent) by the
end of 2012.
Our progress

On track
Not met
Reduce packaging by We’ve been working to reduce packaging in the products we sell by
5 percent globally by 2013 5 percent by 2013, compared to our 2008 baseline. We achieved this milestone
(2008 Baseline). through a variety of multiyear initiatives to eliminate unneeded packaging
components, reduce the mass of our remaining packaging materials and
optimize the performance of the packaging we use in each product category.
When we began this effort in 2007, there were no effective packaging
reduction metrics used commonly within the packaging or retail industries,
but working with packaging manufacturers, consumer products companies
and a group of government entities and NGOs, we developed the Walmart
packaging scorecard and the methodology for measuring and improving
the environmental impact of the packaging we use.
By focusing on the GHG emissions that result from each unit of packaging
we use, our suppliers have partnered with us to reduce the overall GHG
impact of our packaging by an average of 9.8 percent in our Walmart U.S.
stores, 9.1 percent in our Sam’s Clubs in the U.S. and 16 percent in our
Walmart Canada stores.
Be packaging neutral We created this goal in 2007 as an aspiration that would guide our full
globally by 2025. supply chain to rethink packaging at every level. As a result, we’ve made
significant progress in optimizing packaging for sustainability and
continue to focus on packaging improvements that reduce packaging
materials, increase recycled content and increase the amount of renewable
materials. Our efforts have been instrumental in better defining packaging
sustainability through the development of the Global Protocol for
Packaging Sustainability (GPPS), the ongoing work of the ISO in
establishing new global standards and with The Sustainability Consortium.
With clear standards for packaging optimization now being established
on a global level by recognized international bodies, we’ve chosen to
retire this directional goal and focus our efforts on driving packaging
optimization in key categories throughout our merchandising business.
We will develop a worldwide Using the work of The Sustainability Consortium, we’ve delivered
sustainable product index. the Sustainability Index to more than 250 buyers across 190 categories
in Walmart U.S., Sam’s Club and Walmart Canada. We continue to
expand across additional categories and markets.
Beginning in 2013, we’ll use We’ve begun evaluating Index results in high-volume, private-brand
the Index to influence the categories to identify opportunities to drive improvements in
design of our U.S. private- product design.
brand products.
Our progress

On track
Not met
Products continued
Beginning in 2013, key global We’re actively working with our global sourcing leadership to set
sourcing leaders will join our sustainability objectives for the coming year.
product buyers in Walmart U.S.
and Sam’s Club who already
have specific sustainability
objectives tied to their
annual evaluations.
The Walmart Foundation is The Walmart Foundation awarded a $2 million grant to TSC to support
awarding a $2 million grant its expansion in China.
to establish The Sustainability
Consortium (TSC) in China
and fund initial TSC research
on supply chain sustainability.
Eliminate 20 million metric In partnership with our suppliers and customers, we’ve eliminated
tons (MMT) of greenhouse more than 2.3 MMT of GHG emissions. We project our implemented
gas (GHG) emissions from and near-complete innovation initiatives will deliver more than a
Walmart’s global supply cumulative 8.5 MMT of GHG emissions by 2015 and more than
chain by the end of 2015. 16.5 MMT by 2020. We’re confident that our broader portfolio of
innovation projects has the potential to meet our goal by 2015.
Private-label, nonbranded U.S., U.K. and Canada accomplished by the end of 2009; all retail
and direct import merchan- markets accomplished by April 2010.
dise suppliers declare name
and location of every factory
used to make the products
Walmart sells.
Walmart will sell $1 billion In 2012, we sold an estimated $380 million in produce sourced from
sourced from 1 million small 15,500 small and medium-sized farmers in our Argentina, Brazil,
and medium-sized farmers in Central America, Chile, India and Mexico retail operations. We’ll also
emerging markets by the end include private-brand products dependent on staple and cash crops,
of 2015. such as cotton, grown by smallholder farmers, and have modified the
goal to reflect this scope.
Private-label, nonbranded Supplier agreement updated in 2012.

and direct import suppliers
declare their factories are
compliant with social and
environmental regulations.
Our progress

On track
Not met
By the end of 2012, we Since the announcement of the goal in Beijing in 2008, we’ve
will require that 95 percent increased the percentage of green and yellow direct import factories
of direct import factories by more than 12 percent and surpassed our goal in 2013 by achieving
receive one of the two highest 96 percent.
ratings in audits for environ-
mental and social practices.
Walmart will provide training By the end of 2012, Walmart and the Walmart Foundation had contributed
to 1 million farmers and farm to training some 150,000 farmers and farm workers in emerging markets,
workers in the global agricul- of which about 33,000 were women. We’ve adjusted the goal to align
ture value chain, of which we with the Women’s Economic Empowerment commitment of training
expect half will be women, 500,000 women in the agriculture value chain in emerging markets and
in emerging markets by the
expanded the scope to include staple and cash crops.
end of 2016.
We will raise the income of We’re measuring farmer income in retail markets with the largest
the small and medium-sized number of smallholders. An income assessment of Walmart China
farmers we source from by small and medium-sized produce growers is under way. A second
10 to 15 percent in emerging market will be considered in 2013.
markets by the end of 2015.
In the U.S., Walmart will Despite widespread drought facing many of our vegetable farmers
double sales of locally and early freezes that cut a swath through the eastern apple crops,
sourced produce, accounting we’re still on course to continue expanding our purchases of locally
for 9 percent of all produce grown fruits and vegetables and achieving our goal of doubling our
sold by the end of 2015 local purchases by 2015.
(2009 Baseline).
Walmart will require Twenty percent of our global palm oil use supports sustainable
sustainably sourced palm oil growing. This includes Green Palm certificates, Mass Balance and
in all of our private-brand Segregated. Six of our international markets purchased GreenPalm
products globally by the end certificates to cover all their 2012 palm usage.
of 2015.
Walmart will expand the In 2012, Walmart Brazil developed our Amazon Beef Risk Management
already existing practice of Platform, which will continually be updated with the public and
Walmart Brazil of sourcing geographical information necessary to address supply chain risks
only beef that does not con- specific to Brazil.
tribute to the deforestation
of the Amazon rainforest to
all of our companies world-
wide by the end of 2015.
Our progress

On track
Not met
Products continued
In the U.S., Walmart will Ninety-seven percent of our farmed fish is Best Aquaculture Practices
require all fresh and frozen, (BAP) certified. The remaining 3 percent are low environmental risk
farmed and wild seafood fisheries such as trout, oysters, clams and mussels, where there is no
products sold at Walmart certification standard available.
and Sam’s Club to become
certified as sustainable by a
third party using Marine
Stewardship Council (MSC),
Best Aquaculture Practices
(BAP) or equivalent stan-
dards. Walmart will require
currently uncertified fisheries
to develop work plans to
achieve certification and
report progress biannually.
Walmart plans to invest more Through the end of 2012, we invested $535 million into our global
than $1 billion in our perish- fresh supply chain. The primary investment for fresh supply chain is
able supply chain so that we in new or expanded distribution center capacity, with secondary
deliver fresher, higher-quality investment in refrigerated trailers. During the second half of 2012,
food with a longer shelf life we opened a state-of-the-art distribution center in northern England,
by the end of 2015.
and more than $300 million was approved for new or expanded
distribution centers in Chile, England, Japan, Mexico and the U.S.
Energy
Be supplied by 100 percent As of 2012, Walmart-driven renewable energy projects and purchases
renewable energy. provided about 4 percent annually of our buildings’ electricity needs.
The grid supplied another 17 percent, for a total of 21 percent
renewable electricity.
Double fleet efficiency in Walmart U.S. Logistics has achieved an 80 percent improvement in
the U.S. by October 2015 fleet efficiency over our 2005 baseline. The combination of new
(2005 Baseline). equipment with better technology and increased system capabilities
drove a 10 percent increase in 2012.
Reduce greenhouse gases At the end of 2011 (the most recent year for which we have complete
(GHG) at our existing store, data), we’d surpassed this goal and anticipate further progress from
club and distribution center this past year.
base around the world by
20 percent (2005 Baseline).
Our progress

On track
Not met
Women’s Economic Empowerment Initiative

Over the next five years, Walmart is committed to:
Source $20 billion from In the U.S., we engaged a third party to profile the current state of
women-owned businesses women-owned business (WOB) sourcing trends and to definitively
for our U.S. business and understand the landscape of current and potential WOB suppliers.
double sourcing from women We created breakthrough solutions and a road map for meeting or
suppliers in international exceeding the WOB goal.
countries where we do
business through 2016. • Established an advisory network made up of merchants,
suppliers and NGOs to guide our sourcing work.
• Conducted 8 Diverse Supplier Summits across the organization.
Internationally, developed retail link system to track our global
spend with women-owned businesses.
• Launched e-commerce platform, Empowering Women Together,
on March 7, 2013, with products from WOBs and collectives from
around the world.
Empower women on farms and By the end of 2012, we’d trained approximately 150,000 farmers
in factories through training, and farm workers, of which about 33,000 were women. The Walmart
market access and career Foundation funded new projects in Brazil, China, India and Nigeria
opportunities. By the end of during 2012 and will continue to identify and support additional
2016, in emerging markets projects.
train 500,000 women in the
agriculture value chain.
We will help 60,000 women Our Women in Factories program, funded by grants from the
working in factories develop Walmart Foundation, is being rolled out to 150 factories in Bangladesh,
the skills they need to become Central America, China and India by 2016 to provide the core
more active decision-makers in competencies needed for women to be successful in the workplace,
their jobs and for their families. at home and in their communities. To date, 20,977 people have
participated in the Foundational Training, including 16,667 women.
Our progress

On track
Not met
Women’s economic empowerment initiative continued
Scale our successful retail In April 2012, we announced an innovative partnership with the
training programs to help Inter-American Development Bank and major multinationals to train as
200,000 women internationally. many as 1 million youth, half of which will be women, for their first job
over the next 10 years in the Western Hemisphere. We’ll contribute our
successful retail training curriculum to the initiative and will work with
the IDB to pilot retail training programs for women throughout the
hemisphere. Through funding from the Walmart Foundation to the
International Youth Foundation, the translation of the Brazilian
curriculum materials into Spanish, English and Chinese is complete,
and we’ll implement pilot programs in Argentina, Chile and Mexico
this spring.
Help 200,000 women in the In August 2011, the Walmart Foundation, alongside six women’s
U.S. from low-income house- foundations, announced the launch of the Partnership for Women’s
holds gain the skills they Prosperity to help economically vulnerable women gain financial and
need for employment. economic security through education, job training and employment
opportunities. The Walmart Foundation has provided $3.35 million in
grants to initiate efforts and assist nearly 5,000 women and girls in
16 communities across the United States. Since 2011, the Walmart
Foundation has awarded two grants totaling $4.6 million to Dress
for Success and their Going Places Network program. The grant is
projected to help 10,000 women, and 5,000 have already received
training in critical job-readiness skills that will help them gain
and remain in solid employment. In 2011, the Walmart Foundation
supported Goodwill Industries’ Beyond Jobs Program with a grant
of over $7.7 million to support 12,250 women.
Work with professional In the U.S., we’ve developed an online database to track gender
service firms and merchandise and diversity representation for the Walmart account among major
suppliers with more than suppliers. We’re educating suppliers and working through pilot
$1 billion in sales to increase programs to determine the best approach to achieve our target
opportunities for women results. Internationally, we’ve communicated the program with
and minorities on Walmart
local markets and identified owners for the program. We’ll begin
and Sam’s Club accounts.
the program with global suppliers.
Support for these programs The Walmart Foundation continues to support these programs,
will come from more than and we’re working to develop a systematic way to track progress
$100 million in grants from the moving forward.
Walmart Foundation and direct
donations from Walmart’s
international business.
Our progress

On track
Not met
Healthier Food
Over the past year, we’ve made significant progress toward our
five commitments in this critical area.
Reformulate thousands of everyday packaged food items by the end of 2015
Improve the nutritional In 2012, we completed the development of a robust system that
quality of our Great Value will help us track progress being made toward the reformulation of
brand and national food Great Value and national-brand products. Nutrition data was collected
brands. Reduce sodium for a 2008 baseline and compared against 2011 data on more than
by 25 percent and added 50,000 private- and national-brand food items and beverages. These
sugars by 10 percent,
comparisons stretched across 74 focus grocery categories.
as well as remove all
industrially produced Since 2008, industrially produced trans fats were reduced by 50 percent.
trans fats compared against
Less than 10 percent of foods and beverages we sold in 2011 contained
a January 2008 baseline.
industrially produced trans fats.
Surpassing our goal, sugars have declined by more than 10 percent

since 2008. Sugars have declined for three primary reasons:
reformulated products, new healthier products coming into the
marketplace and customers making healthier choices.
Since 2008, sodium declined by 9 percent. Between 2008 and 2011,

we decreased sodium by 13 percent across the commercial bread
category. This is equivalent to removing more than 1.5 million pounds
of salt from the market baskets of our shoppers.
Save customers money on healthier food
Save customers at least In FY2013, we achieved $1.2 billion in savings, bringing the total savings
$1 billion a year on healthier for customers to $2.3 billion over the first two years of the program.
foods, including reduced We’re tracking the price premium for healthier equivalents of national
prices on produce and parity brands for more than 500 pairs of items in an effort to eliminate the
pricing on healthier foods price differential. In order to truly understand the price differences, we
and beverages.
look at both price and size of package, since price premiums can show
up with smaller packages and/or higher prices. The price differential
has been reduced in the past year from 5.7 to 5.4 percent. We’ll continue
to work closely with our suppliers to reduce and, ultimately, eliminate
price premiums over the remaining three years of our commitment.
Our progress

On track
Not met
Healthier food continued
Launch a simple front-of-package icon backed by strong nutrition criteria
Launch a simple front-of- Our “Great For You” icon is being rolled out across the country and will
package icon backed by appear on more than 1,300 Great Value and Marketside foods and
strong nutrition criteria. beverages in Walmart U.S. stores in 2013. More than 4,000 private-
brand products were evaluated against the Great For You nutrition
criteria, with approximately 32 percent of fresh produce, meats and
packaged items receiving the icon.
In September 2012, we partnered with HumanaVitality, a subsidiary

of Humana, to launch a first-of-its-kind effort to help consumers across
the country save money on more-nutritious foods and, ultimately, to
live longer, healthier lives. HumanaVitality members receive a 5 percent
savings when they purchase Great For You food and beverages at
Walmart. This partner-ship represents the first national program where
a major retailer and health care company have come together to
incentivize people to eat better through savings on healthier foods.
Participants are responding favorably as more customers utilize
HumanaVitality monthly.
The icon will soon be available to participating national-brand products

that meet the Great For You criteria and qualify for the icon.
Open Walmart stores in food deserts by 2016
Open between 275 and By the end of 2012, 86 new Walmart stores had been opened in food
300 new stores in urban and deserts since January 2011. As a result, more than 264,000 Americans
rural food deserts by 2016. now have better access to healthier food. We project 800,000 Americans
Increase access to fresh and will have access to healthier food by the time we open all 300 stores
healthier foods for Americans. outlined in our commitment.
Increase charitable support for nutrition programs
Invest in food and nutrition In FY2013, Walmart and the Walmart Foundation have committed
programs to help educate more than $13 million to innovative programs across the U.S. that
consumers about healthier support nutrition education, cooking skills training and healthy eating.
food choices. Since the original commitment, more than $26 million in grants has
been awarded.
Our progress

On track
Not met
Hunger Relief
Through 2015, donate Since our commitment, we have donated more than 1 billion pounds
1.1 billion pounds of food of food.
from Walmart and Sam’s Club
facilities.
Through 2015, award As of January 2013, Walmart and the Walmart Foundation awarded
$250 million in hunger-relief $180 million in hunger-relief grants.
grants at the local, state and
national levels.
Mobilize Walmart associates Walmart and the Walmart Foundation engage associates and customers
and customers. in hunger relief through in-store and online campaigns and volunteerism.
Last year, through both online and in-store initiatives, we engaged
associates and customers in the fight against hunger. In April, consumers
voted to determine the 21 communities across the nation to receive
$2 million in grants. In September, more than 13,000 customers
participated in our Golden Spark contest, which awarded more than
$2.5 million to Feeding America food banks and numerous hunger-relief
agencies nationwide. Associates continue to step up to fight hunger,
volunteering more than 67,000 hours in 2012 alone.
Collaborate with government, Over the past year, the suppliers involved in the Fighting Hunger Together
food manufacturers, other in-store program more than doubled, increasing from four suppliers in
foundations and corporations. April 2012 to nine suppliers for the April 2013 campaign. To further our
impact on hunger in America, Walmart and the Walmart Foundation
are collaborating with suppliers, government, food manufacturers and
others. In 2012, supplier participation in our in-store campaigns more
than doubled, increasing from four to nine. These suppliers donated
more than 8 million meals to feed hungry families.
Global reporting initiative index

Description Reported
Part I: Profile Disclosures
Strategy and analysis

1.1 Statement from most senior decision-maker of the organization. 2-5
1.2 Description of key impacts, risks and opportunities. 4-5, 37, 41, 43, 53-54, 58, 60, 66
Annual Report (AR) (18-29)
Organizational profile
2.1 Name of the organization. Front cover
2.2 Primary brands, products and/or services. 97, 10-K (4)
2.3 Operational structure of the organization, including main divisions, 97, 10-K (4), http://stock.walmart.com/
operating companies, subsidiaries and joint ventures. corporate-governance
2.4 Location of organization’s headquarters. Back cover
2.5 Number of countries where the organization operates and names of 97, 10-K (4), AR (18), http://stock.
countries with either major operations or that are specifically relevant to the walmart.com/corporate-governance
sustainability issues covered in the report.
2.6 Nature of ownership and legal form. 10-K (1, 20), http://stock.walmart.com/
corporate-governance
2.7 Markets served (including geographic breakdown, sectors served and types http://corporatewalmart.com/
of customers/beneficiaries). our-story/locations
2.8 Scale of the reporting organization. 97
2.9 Significant changes during the reporting period regarding size, AR (18-24)
structure or ownership.
2.10 Awards received in the reporting period. 86, http://news.walmart.com/
walmart-facts/corporate-financial-
fact-sheet
Report parameters
3.1 Reporting period (e.g., fiscal/calendar year) for information provided. Inside front cover
3.2 Date of most recent previous report (if any). Inside front cover
3.3 Reporting cycle (annual/biennial, etc.). Inside front cover
3.4 Contact point for questions regarding the report or its contents. Stakeholder engagement
3.5 Process for defining report content. AR (18)
3.6 Boundary of the report (e.g., countries, divisions, subsidiaries, leased facilities, 96-97
joint ventures, suppliers). See GRI Boundary Protocol for further guidance.
3.7 State any specific limitations on the scope or boundary of the report (see No specific limitations
completeness principle for explanation of scope).
3.8 Basis for reporting on joint ventures, subsidiaries, leased facilities, outsourced NA
operations and other entities that can significantly affect comparability from
period to period and/or between organizations.
3.9 Data measurement techniques and the bases of calculations, including AR (18)
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.

3.10 Explanation of the effect of any restatements of information provided 72-73, AR (39, 48-49)
in earlier reports and the reasons for such restatement (e.g., mergers/
acquisitions, change of base years/periods, nature of business,
measurement methods).
3.11 Significant changes from previous reporting periods in the scope, No significant changes
boundary or measurement methods applied in the report.
3.12 Table identifying the location of the Standard Disclosures in the report. GRI Index
3.13 Policy and current practice with regard to seeking external assurance This report is not externally assured
for the report.
Governance, commitments and engagement

4.1 Governance structure of the organization, including committees under the 74, http://stock.walmart.com/
highest governance body responsible for specific tasks, such as setting strategy corporate-governance
or organizational oversight.
4.2 Indicate whether the Chair of the highest governance body is also an 74, AR, http://stock.walmart.com/
executive officer. corporate-governance
4.3 For organizations that have a unitary board structure, state the number of AR, http://corporate.walmart.com/
members of the highest governance body that are independent and/or our-story/leadership/board-of-directors
nonexecutive members.
4.4 Mechanisms for shareholders and employees to provide recommendations or http://stock.walmart.com/
direction to the highest governance body. contact-investor-relations
4.5 Linkage between compensation for members of the highest governance body, http://stock.walmart.com/
senior managers and executives (including departure arrangements), and the corporate-governance/
organization’s performance (including social and environmental performance). governance-documents
4.6 Processes in place for the highest governance body to ensure conflicts of interest 74, http://stock.walmart.com/
are avoided. corporate-governance/
governance-documents
4.7 Process for determining the qualifications and expertise of the members of the 74, http://stock.walmart.com/
highest governance body for guiding the organization’s strategy on economic, corporate-governance/
environmental and social topics. governance-documents
4.8 Internally developed statements of mission or values, codes of conduct and http://corporate.walmart.com/
principles relevant to economic, environmental and social performance, and the our-story/working-at-walmart/
status of their implementation. global-ethics-office; http://corporate.
walmart.com/our-story/heritage
4.9 Procedures of the highest governance body for overseeing the organization’s 74, http://stock.walmart.com/
identification and management of economic, environmental and social perfor- corporate-governance/
mance, including relevant risks and opportunities, and adherence or compliance governance-documents
with internationally agreed standards, codes of conduct and principles.
4.10 Processes for evaluating the highest governance body’s own performance, 74, http://stock.walmart.com/
particularly with respect to economic, environmental and social performance. corporate-governance/
4.11 Explanation of whether and how the precautionary approach or principle is 74, http://stock.walmart.com/
addressed by the organization. corporate-governance/

4.12 Externally developed economic, environmental and social charters, principles or Walmart endorses the principles of a
other initiatives to which the organization subscribes or endorses. variety of organizations, including GRI,
CDP, The Sustainabilty Consortium
and others. http://corporate.walmart.
com/global-responsibility/ethical-
sourcing/partnerships
4.13 Memberships in associations (such as industry associations) and/or national/ 75
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.
4.14 List of stakeholder groups engaged by the organization. 72-73
4.15 Basis for identification and selection of stakeholders with whom to engage. 72-73
4.16 Approaches to stakeholder engagement, including frequency of engagement 72-73
by type and by stakeholder group.
4.17 Key topics and concerns that have been raised through stakeholder 22-41, 52, 72-73
engagement, and how the organization has responded to those key
topics and concerns, including through its reporting.
Part II: Disclosures on Management Approach (DMAs)

DMA EC Disclosure on Management Approach EC
Aspects Economic performance AR (IFC, 17-25, 32-35)
Market presence http://corporate.walmart.com/
our-story/locations
Indirect economic impacts 22-49
DMA EN Disclosure on Management Approach EN

Aspects Materials 60, 63
Energy 12, 54-59
Water NR
Biodiversity NR
Emissions, effluents and waste 56-61
Products and services 62-69
Compliance 78
Transport 59
Overall NR
DMA LA Disclosure on Management Approach LA

Aspects Employment 84-89
Labor/management relations 72-73, 85
Occupational health and safety 81-83
Training and education 81, 87-88
Diversity and equal opportunity 84-87

DMA HR Disclosure on Management Approach HR

Aspects Investment and procurement practices 74, 22-40
Non-discrimination 84-85
Freedom of association and collective bargaining 25, LA4
Child labor 25
Forced and compulsory labor 25
Security practices NR
Indigenous rights NR
DMA SO Disclosure on Management Approach SO
Aspects Community 44-49
Corruption http://ethics.walmartstores.com/
IntegrityIntheCommunity/
AntiCorruption.aspx
Public policy 75
Anticompetitive behavior http://ethics.walmartstores.com/
IntegrityIntheMarketPlace
Compliance 78
DMA PR Disclosure on Management Approach PR
Aspects Customer health and safety 78-81
Product and service labeling 78-81
Marketing communications 80
Customer privacy http://ethics.walmartstores.com/
IntegrityIntheCommunity/
ProtectingInformation.aspx
Compliance 78
Part III: Performance Indicators
Economic
Economic performance
EC1 Direct economic value generated and distributed, including revenues, operating 3-5, 8, 97
costs, employee compensation, donations and other community investments,
retained earnings, and payments to capital providers and governments.
EC2 Financial implications and other risks and opportunities for the organization’s 54-59, 24-38, https://www.cdproject.
activities due to climate change. net/en-US/Results/Pages/responses.
aspx
EC3 Coverage of the organization’s defined benefit plan obligations. 90-91, 10-K (11), AR (52)
EC4 Significant financial assistance received from government. NR

Market presence
EC5 Range of ratios of standard entry-level wage compared to local minimum NR

wage at significant locations of operation.
EC6 Policy, practices and proportion of spending on locally based suppliers at 22-43, 64-67
significant locations of operation.
EC7 Procedures for local hiring and proportion of senior management hired from NR
the local community at significant locations of operation.
Indirect economic impacts
EC8 Development and impact of infrastructure investments and services 22-49

provided primarily for public benefit through commercial, in-kind or
pro bono engagement.
EC9 Understanding and describing significant indirect economic impacts, 22-49, 74-75, 89 ,97
including the extent of impacts.
Environmental
Materials
EN1 Materials used by weight or volume. NR

EN2 Percentage of materials used that are recycled input materials. NR
Energy
EN3 Direct energy consumption by primary energy source. NR

EN4 Indirect energy consumption by primary source. NR
EN5 Energy saved due to conservation and efficiency improvements. 24-38, 54-59, https://www.cdproject.
net/en-US/Results/Pages/responses.
aspx
EN6 Initiatives to provide energy-efficient or renewable-energy-based products and 54-59, 156
services, and reductions in energy requirements as a result of these initiatives.
EN7 Initiatives to reduce indirect energy consumption and reductions achieved. 54-59, 156
Water
EN8 Total water withdrawal by source. NR

EN9 Water sources significantly affected by withdrawal of water. NR
EN10 Percentage and total volume of water recycled and reused. NR
Biodiversity
EN11 Location and size of land owned, leased, managed in, or adjacent to, protected NR
areas and areas of high biodiversity value outside protected areas.
EN12 Description of significant impacts of activities, products and services on NR
biodiversity in protected areas and areas of high biodiversity value outside
protected areas.
EN13 Habitats protected or restored. http://corporate.walmart.com/
global-responsibility/environment-
sustainability/acres-for-america
EN14 Strategies, current actions and future plans for managing impacts on NR
biodiversity.
EN15 Number of IUCN Red List species and national conservation list species with NR
habitats in areas affected by operations, by level of extinction risk.

Emissions, effluents and waste
EN16 Total direct and indirect greenhouse gas emissions by weight. 68-69, http://corporate.walmart.com/
global-responsibility/
environment-sustainability/acres-
for-america; 56-57
EN17 Other relevant indirect greenhouse gas emissions by weight. NR
EN18 Initiatives to reduce greenhouse gas emissions and reductions achieved. 54-59, 156
EN19 Emissions of ozone-depleting substances by weight. NR
EN20 NOx, SOx and other significant air emissions by type and weight. NR
EN21 Total water discharge by quality and destination. NR
EN22 Total weight of waste by type and disposal method. NR
EN23 Total number and volume of significant spills. NR
EN24 Weight of transported, imported, exported or treated waste deemed NR
hazardous under the terms of the Basel Convention Annex I, II, III and VIII,
and percentage of transported waste shipped internationally.
EN25 Identity, size, protected status and biodiversity value of water bodies and NR
related habitats significantly affected by the reporting organization’s
discharges of water and runoff.
Products and services
EN26 Initiatives to mitigate environmental impacts of products and services, and 62-69
extent of impact mitigation.
EN27 Percentage of products sold and their packaging materials that are NR
reclaimed by category.
Compliance
EN28 Monetary value of significant fines and total number of nonmonetary NR

sanctions for noncompliance with environmental laws and regulations
Transport
EN29 Significant environmental impacts of transporting products and other 59

goods and materials used for the organization’s operations, and transporting
members of the workforce.
Overall
EN30 Total environmental protection expenditures and investments by type. NR


Social: Labor Practices and Decent Work

Employment
LA1 Total workforce by employment type, employment contract and region. 15, 84-86, 10-K (11)
LA2 Total number and rate of employee turnover by age group, gender 15, 84-86
and region.
LA3 Benefits provided to full-time employees that are not provided to temporary 90-91, 10-K (11)
or part-time employees, by major operations.
Labor/management relations
LA4 Percentage of employees covered by collective bargaining agreements. The associates in eight international
markets (either entirely or in part) are
covered by the terms of collective
bargaining agreements. This represents
approximately 16 percent of Walmart’s
global workforce, inclusive of the
Massmart acquisition.
LA5 Minimum notice period(s) regarding significant operational changes, NR
including whether it is specified in collective agreements.
Occupational health and safety
LA6 Percentage of total workforce represented in formal joint management- NR

worker health and safety committees that help monitor and advise on
occupational health and safety programs.
LA7 Rates of injury, occupational diseases, lost days and absenteeism, and 78-83
number of work-related fatalities by region.
LA8 Education, training, counseling, prevention and risk-control programs in 90-91, 93
place to assist workforce members, their families or community members
regarding serious diseases.
LA9 Health and safety topics covered in formal agreements with trade unions. NR
Training and education
LA10 Average hours of training per year per employee by employee category. NR
LA11 Programs for skills management and lifelong learning that support the 87-88
continued employability of employees and assist them in managing
career endings.
LA12 Percentage of employees receiving regular performance and career 72
development reviews.
Diversity and equal opportunity
LA13 Composition of governance bodies and breakdown of employees per 15, 84-86
category according to gender, age group, minority group membership and
other indicators of diversity.
LA14 Ratio of basic salary of men to women by employee category. NR

Social: Human Rights
Investment and procurement practices
HR1 Percentage and total number of significant investment agreements that NR

include human rights clauses or that have undergone human rights screening.
HR2 Percentage of significant suppliers and contractors that have undergone NR
screening on human rights and actions taken.
HR3 Total hours of employee training on policies and procedures concerning NR
aspects of human rights that are relevant to operations, including the
percentage of employees trained.
Nondiscrimination
HR4 Total number of incidents of discrimination and actions taken. NR
Freedom of association and collective bargaining
HR5 Operations identified in which the right to exercise freedom of association NR

and collective bargaining may be at significant risk, and actions taken to
support these rights.
Child labor
HR6 Operations identified as having significant risk for incidents of child labor 22-43
and measures taken to contribute to the elimination of child labor.
Forced and compulsory labor
HR7 Operations identified as having significant risk for incidents of forced or 41

compulsory labor and measures to contribute to the elimination of forced
or compulsory labor.
Security practices
HR8 Percentage of security personnel trained in the organization’s policies NR

or procedures concerning aspects of human rights that are relevant
to operations.
Indigenous rights
HR9 Total number of incidents of violations involving rights of indigenous people NR

and actions taken.
Social: Society
Community
SO1 Nature, scope and effectiveness of any programs and practices that assess NR
and manage the impacts of operations on communities, including entering,
operating and exiting.
Corruption
SO2 Percentage and total number of business units analyzed for risks related NR
to corruption.
SO3 Percentage of employees trained in organization’s anticorruption policies NR
and procedures.
SO4 Actions taken in response to incidents of corruption. http://news.walmart.com/
walmart-global-compliance-
action-steps

Public policy
SO5 Public policy positions and participation in public policy development 75

and lobbying.
SO6 Total value of financial and in-kind contributions to political parties, 75
politicians and related institutions by country.
Anticompetitive behavior
SO7 Total number of legal actions for anticompetitive behavior, antitrust and NR
monopoly practices and their outcomes.
Compliance
SO8 Monetary value of significant fines and total number of nonmonetary 10K (4), AR (50-51)
sanctions for noncompliance with laws and regulations.
Social: Product Responsibility
Customer health and safety
PR1 Life cycle stages in which health and safety impacts of products and services 62-67
are assessed for improvement, and percentage of significant products and
services categories subject to such procedures.
PR2 Total number of incidents of noncompliance with regulations and 78-83
voluntary codes concerning health and safety impacts of products
and services during their life cycle, by type of outcomes.
Product and service labeling
PR3 Type of product and service information required by procedures and percentage NR
of significant products and services subject to such information requirements.
PR4 Total number of incidents of noncompliance with regulations and NR
voluntary codes concerning product and service information and labeling,
by type of outcomes.
PR5 Practices related to customer satisfaction, including results of surveys 72-73
measuring customer satisfaction.
Marketing communications
PR6 Programs for adherence to laws, standards and voluntary codes related to ethics.walmartstores.com
marketing communications, including advertising, promotion and sponsorship.
PR7 Total number of incidents of noncompliance with regulations and voluntary NR
codes concerning marketing communications, including advertising, promo-
tion and sponsorship by type of outcomes.
Customer privacy
PR8 Total number of substantiated complaints regarding breaches of customer NR

privacy and losses of customer data.
Compliance
PR9 Monetary value of significant fines for noncompliance with laws and NR
regulations concerning the provision and use of products and services.
More resources about Walmart are just2013
Walmart a click away:
Global Responsibility Report
Global Responsibility:
http://corporate.walmart.com/global-responsibility/
Sustainability
http://www.walmartgreenroom.com/
Statement of Ethics
http://ethics.walmartstores.com/
About GRI:
Transparency about economic, environmental and social impacts has become a fundamental component of
effective stakeholder relations, investment decisions and other market relations. To support this expectation,
Global Reporting Initiative (GRI) has collaborated with a large network of experts – including business, labor,
nongovernmental organizations (NGOs), investors, accountancy and others – to develop a globally trusted
framework for sustainability reporting. This multistakeholder approach supports the reporting framework,
now incorporated into the 2013 Walmart Global Responsibility Report. Walmart’s report met a GRI-checked
application of “B.”
Wal-Mart Stores, Inc. (NYSE: WMT)
702 S.W. 8th Street
Bentonville, Arkansas 72716 USA
479-277-4000
corporate.walmart.com

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2013 Global Responsibility Report

x l Jobs d Oppor tun

Social responsibility Local responsibility

About this report

Message from Mike Duke

Michael T. Duke, President and Chief Executive Officer

Together, we are doing big things. I am proud to share our

• Renewable energy now provides 21 percent of Walmart’s electricity globally, and we

worked for leadership on an industry-wide level. After

How Walmart made a difference in 2012

Some examples of our giving in FY2013 include:

Total cash giving

“On behalf of the 37 million clients of Feeding America and our

—Bob Aiken, president and CEO, Feeding America

“Our hope is that businesses throughout our

—Michelle Obama, first lady

We continue to make strides in establishing a workforce that’s reflective of our customers.

Women at Walmart: How we compare

(Sources: Fortune 500 – http://www.catalyst.org/knowledge/us-women-business-0;

Walmart U.S. continues to realize significant progress on its efforts to

We want every associate to find the career opportunities they want

Women’s economic empowerment

Ethical Sourcing’s 10 most impactful programs of the past 10 years

1 Supply Chain Capacity Building

2 Worker safety initiatives

3 surpassed our goal in 2013 by achieving 96 percent.

Ethical Sourcing continued

Our Standards for Suppliers are Walmart’s fundamental expectations

Suppliers are required to display the

In 2012, 11,568 audits on 10,035 factories

Ethical Sourcing continued

Education and training initiatives

Supply Chain Capacity Building • Country- and region-specific trends,

• Walmart’s Standards for Suppliers

• Enhanced fire safety standards

• Audit scope and factory disclosure Remediation Orange School

• Factory audit process, results and Factory Audit Orientation

Ethical Sourcing continued

352 factories to help them improve standards and

In China, we’ve joined forces with the Institute for Sustainable

Ethical Sourcing continued

­—Foundational Training participant, Pointec Pens,

Ethical Sourcing continued

We audited against these requirements Information gathered through audits during

A global approach to fire safety • Audible, visible and operable smoke

Ethical Sourcing continued

In January 2013, we distributed a letter to all suppliers

Ethical Sourcing continued

U.S. agriculture, aquaculture Because these challenges aren’t exclusive to

Ethical Sourcing continued

“Walmart’s participation and leadership are instrumental in moving

International Labour Organization/ Work Program replace Walmart’s Ethical

Red Red Red

• Active factory status is shown

59.3% 29.3% 11.4% 2010 12.4% 46.6% 39.2% ­— 0.6% —

Region C 2012 17.3% 71.1% 10.5% 1.2% ­— —

70.3% 4.5% 25.2%

Region D 2012 0.9% 58.8% 23.3% 1.4% 1.7% 0.2%

Region E 2012 29.3% 50.5% 18.6% 0.6% 0.1% 0.1%

—Foundational Training participant, Pointec Pens,

59.3% 29.3% 11.4% 2010 12.4% 46.6% 39.2% — 0.6% —

Region C 2012 17.3% 71.1% 10.5% 1.2% — —

TSC: The global leader in consumer goods