diversity & inclusion report

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Diversity & Inclusion Report

2014

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DIVERSITY & INCLUSION

Leadership messages A decade of diversity and inclusionGrowth and opportunitiesA diverse workforceAssociate Resource GroupsWomen Global Women’s Ecomonic EmpowermentCommunity outreachGlobal StoriesSupplier diversityMoving forward2013 U.S. EEO-1 Data

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Table of Contents

Walmart around the world

CanadaMarket entry: 1994Units: 389

United StatesMarket entry: 1962Units: 4,835

United KingdomMarket entry: 1999Units: 576

MexicoMarket entry: 1991Units: 2,189

GuatemalaMarket entry: 2005Units: 209

JapanMarket entry: 2002Units: 438

ChinaMarket entry: 1996Units: 405

El SalvadorMarket entry: 2005Units: 83

Costa RicaMarket entry: 2005Units: 214

NicaraguaMarket entry: 2005Units: 80

HondurasMarket entry: 2005Units: 75

IndiaMarket entry: 2009Units: 20

AfricaMarket entry: 2011Units: 346Chile

Market entry: 2009Units: 380

BrazilMarket entry: 1995Units: 556

ArgentinaMarket entry: 1995Units: 104

OUR CULTURE

Our culture is how we at Walmart work together to fulfill our purpose of saving people money so they can live better. Around the world, we’re hard at work serving our customers and supporting our associates. Our culture is incorporated into every aspect of our business, is unique and not easily copied by competitors.

As diverse as we are, we’re bound together by a common way of doing business that serves our customers, drives performance, and creates a positive place for us to work. Our Beliefs are at the heart of our culture, and guide us on how we do our jobs.

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LEADERSHIP MESSAGES

From the very beginning, Walmart has put our people at the center of what we do. Our associates are serving our customers around the world, and we work hard to create a positive work experience and to provide opportunities for building a career. Two key components of this commitment are diversity and inclusion, imperatives that are a natural extension of who we are as a company.

Over the last 10 years, we’ve made some great progress in these areas. But we have an opportunity and a responsibility to move faster. To grow our talent pool and, in turn, generate business results, we must continue to focus on building a truly inclusive culture.

Inclusion starts with our company’s beliefs: respect for the individual, service to our customers, striving for excellence and acting with integrity. But this isn’t about words written on our walls, and it isn’t a feel-good exercise. It’s about our everyday actions – our individual behaviors and habits. It’s about our organizational practices everywhere we operate.

We must take an active role in ensuring that everyone feels welcome and able to contribute. Associates who have a great work environment do great work. They’re comfortable and free to bring their whole selves to their jobs. That’s where creativity and innovation start, and that’s how we’ll exceed our customers’ expectations in the years ahead.

Winning today – and tomorrow – requires both a diverse workforce made up of the best talent and an inclusive environment that enables and empowers all of us to be at our best. When we model inclusive behaviors, the benefits not only stretch to all 2.2 million of our associates, but also our customers, our company, and the communities we serve.

Thank you for your interest in our company. I welcome your feedback on how we can do even better.

A message from Doug

“Two key components of this commitment are diversity and inclusion, imperatives that are a natural extension of who we are as a company.”

Doug McMillon President and CEO

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At Walmart, we are uniquely positioned with our scale and scope to make a far-reaching, positive impact with Diversity

& Inclusion (D&I). When linked with our business strategy, D&I becomes a competitive advantage. With globalization and our

aggressive growth in international markets, we need a diverse range of talent to enable our business success. We know that

diversity is about more than race, gender, sexual orientation and disability. It is about seeking out, celebrating and valuing a variety

of backgrounds, perspectives, opinions and styles. Inclusion is about engaging and leveraging the differences and unique strengths

of our associates. Having a diverse workforce built upon an inclusive environment results in innovation which drives business

growth.

This year, we are celebrating ten years of our Diversity and Inclusion journey. Since the inception of the Office of Diversity we’ve

been working hard to build a diverse workforce to better serve our millions of customers around the world. Through our efforts to

foster an inclusive environment, each of our associates feels inspired and encouraged to achieve their goals. We have implemented

a multifaceted measurement program in the U.S. and have expanded our Good Faith Effort Goals to international markets. We

recognize that there is not a ‘one size fits all’ approach to Diversity & Inclusion. Our Customized D&I Plans aim to leverage diversity

efforts to drive business strategy in each business unit, including international operations. With our award-winning Women in Retail

program in several markets, we have witnessed stronger results for women.

Today, Walmart is one of the most diverse employers in the U.S. Fifty-seven percent of associates are women, and over the past ten

years, our people of color representation in the U.S. increased from 29 percent to 39 percent. Forty-five percent of our management

associates are women, and 29 percent are people of color. Among our U.S. officers, the number of women officers has increased by

163 percent, and people of color officers have increased by 224 percent.

We continue to be encouraged by our progress and remain focused on becoming a career destination for great talent around the

world, including women and people of color. With the dramatic changes in U.S. demographics, and more millennials joining the

workforce every day, we’re committed to an increased focus on inclusion and building an even more robust pipeline of talent by

offering our associates unparalleled career opportunities in every market.

A message from Sharon

“Having a diverse workforce built upon an inclusive environment results in innovation which drives business growth.”

Sharon Orlopp Global Chief Diversity Officer

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In Nov. 2003, we formally established our Office of Diversity. Today, Walmart is celebrating a decade of focus on diversity and inclusion efforts.

Today, Walmart is one of the most diverse employers in the U.S.Among our corporate officers, representation of women increased from 19 percent to 31percent and people of color from 11percent to 23 percent over the past ten years. Our women Senior Vice Presidents (SVP) increased from 12 percent to 33 percent and people of color SVPs increased from 10 percent to 23 percent.

Our people of color associate representation in the U.S. increased from 29 percent to 39 percent. Among 5,000 associates promoted to store manager roles during the past ten years, 29 percent were women and 24 percent were people of color.

CELEBRATING A DECADE OF DIVERSITY & INCLUSION

A decade of diversity and inclusion

326=

448=

384=

510=

572=

The number of corporate o�cers has increased:

Women People of color

African Americans

Hispanics Asians

163%

224%192%

255%286%

184=

180=

192=

The number of associates has increased in our U.S. workforce:

African Americans

Hispanics Asians

46% 45% 48%

��

57%of associates are women

39%of associates are people of color

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We’re proud of the growth opportunities we provide our associates through access to optimum training, diverse experiences and education. We offer limitless advancement opportunities and grow our talent aggressively.

Over the past ten years, we’ve provided general management, and profit and loss training to 35,000 women and 25,000 people of color.

Growth and opportunities

Lifelong Learning Program

Our Lifelong Learning program is a partnership with American Public University that makes continuing college education more affordable and accessible for all associates. Since its inception, several thousands of associates across the U.S. have enrolled.

The number of management has increased over the past ten years

216=

292=

Walmart store managers:


108%146%

288=

222=

Sam’s Club managers:


144%111%

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Women at Walmart

Walmart women officers double Fortune 500

171=

102=

108=

Board of Directors

29%17% 18%

186=

90=

114=

O�cers

31%15% 19%

Source: Catalyst, Dec 10, 2013

Walmart Fortune 500 Retail


About 3/4 of our store and club operations management in the U.S. started as hourly associates�� 35%

50%56%

70%

2010 2011 2012 2013

Chile Ekono Women Store Managers

The women store manager representation of our Chile Ekono format has increased since 2010:

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A diverse workforce

Walmart is one of the most diverse employers in the U.S.

760,000W O M E N

172,000H I S P A N I C S

258,000A F R I C A N A M E R I C A N

45,000A S I A N S

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�� 31%are women

23%are people of color

Today, among our corporate o�cers:

�� 45%are women

29%are people of color

Among our U.S. management associates:

New talent chooses WalmartIn 2013, 70 percent of new hires in the U.S. were millennials.


In our international markets, we have more than 455,000 women associates, which reflects 57% of our workforce.

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Associate Resource Groups

WRC, the Women’s Resource Council, aims to

support the company vision of making Walmart

the best place to work for women of all levels.

They work to continue the development of an

inclusive work environment by: supporting our

associates with flexibility, developing the talent

pipeline, and targeted community

involvement, while integrating

our membership further

with the business to drive

competitive advantage

for Walmart.

SUCCESS: This year,

the WRC expanded its

program to focus on the

development of Walmart’s

talent pipeline by creating a

mentoring program for women

throughout the company. This program

provides a unique opportunity to engage with

other women in a small setting and exchange

knowledge, perspectives and experiences

to enhance their personal and professional

development. Over 100 mentoring circles were

formed in our inaugural year, providing over

800 women with an additional development

opportunity. The WRC mentoring circle

program enhances and develops our associate

community by focusing on: developing the

talent pipeline, diversity, inclusion, flexibility and

leverage.

HLARG, Walmart’s Hispanic Latino Associate

Resource Group, has the mission of

strengthening our Hispanic talent to lead

diversity & inclusion efforts that impact

business, develop associates and build

communities. They support Walmart through

ongoing education and promotion of Hispanic/

Latino culture and values for the mutual

benefit of our company and the

communities we serve.

SUCCESS: Café y Carreras, a

year-round mentorship program,

provides officers and associates

a setting to discuss diversity &

inclusion topics in order to help

associates grow and develop their

own leadership skills. This year, the

program completed its’ second full year of

events and celebrated several milestones. The

Café y Carreras team put together a playbook

to help other markets develop similar sessions

to fit their specific market needs. Café y

Carreras was launched in San Bruno for dotcom

associates, as well as in Asia and South America.

Since the first session in August 2011, Café y

Carreras has hosted over 200 officer sessions,

impacting over 2,000 associates.

ADAE stands for “Associates for Disability

Awareness and Education.” The mission

of this resource group is to create an

environment that educates, engages

and empowers families, associates, and

communities impacted by disabilities

through inclusion, sharing ideas and

resources and implementing best practices.

SUCCESS: This year there was significant

work done with the Logistics Division

including Disability Awareness week

dedicated to raising awareness. During

this week there were a variety of events

held, including an associate forum where

current Logistics associates with a disability

who traveled to Bentonville from around

the country were able to have an open

forum discussion with key leaders and

stakeholders. We captured each of the

associates’ personal stories and testimonies

in our “Celebrate Abilities” video series.

These videos have been used internally

and externally to demonstrate Walmart’s

commitment to employing people with

disabilities.

Our Associate Resource Groups (ARGs) are comprised of more than 6,000 Home Office associates who act as a forum to accelerate the pace of change and cultivate an inclusive atmosphere. The groups allow us to leverage diversity of thought to drive innovative business solutions, while at the same time improving our recruitment, professional development and retention efforts.

2013 was a successful year for all of our Associate Resource Groups. To the right is a description of each of our seven ARGs at the Home Office, as well as one of their year’s successes.

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UNITY is Walmart’s African American

Associate Resource Group. Their vision

is to ensure inclusion of African

American experiences and

perspectives in order to

strengthen our company and

improve the corporate and

shopping experience for

African American associates,

customers, suppliers and

communities.

SUCCESS: In partnership with

Essence, we helped bring a part of the

Road to Essence Festival to Northwest

Arkansas. The community enrichment event

served as a kickoff to the roadshow leading

up to the Essence Festival in New Orleans.

The event boasted A-list performers and

drew many attendees.

TRIBAL VOICES is the Walmart and Sam’s

Club associate resource group representing

Native Americans and Alaskan Natives. Many

of their initiatives are centered on providing

opportunities for people to have access to

Native cultures, traditions and history.

SUCCESS: In November 2013, during

Native American Heritage Month, Tribal

Voices hosted Sam Sandoval, one of the

last living Code Talkers from World War II

in a Home Office campus event where he

shared many of his war time experiences.

During the war, Sandoval served in the

South Pacific with an elite group of Marines

known as Code Talkers. These men created a

secret military communication code based

on their native Navajo language that was

never broken. Countless

American Marines,

sailors, and soldiers

owe their lives to

the dedication

and courage

of this brave

group of Native

Americans.

PRIDE is Walmart’s Lesbian, Gay, Bisexual,

Transgender and Straight Ally (LGBTA)

Associate Resource Group. Their mission is to

ensure Walmart is the workplace of choice

for the LGBTA community with an inclusive

environment where they contribute to

Walmart’s mission of saving people money

so they can live better.

SUCCESS: Over a decade ago, beginning

with a singular focus on policy, the PRIDE

group successfully impacted perceptions

throughout Walmart and affected the

greater community as well. Partnering with

several external LGBT resources, including

PFLAG and SAGE, the group has hosted an

incredible array of events that brought in

several external speakers to open lines of

communication within the company. This

year PRIDE saw their hard work pay off with

the implementation of Domestic Partner

Benefits.

APAN, or the Asian Pacific Associates

Network, is an associate resource

group dedicated to connecting

and integrating the

community with Asian

Pacific cultures and

heritage.

SUCCESS: APAN

hosted several events

throughout the year

that allowed the local

community to experience

Asian Pacific culture. Their heritage

event in May boasted a crowd of over

1,000. For Diwali, the five-day Hindu festival

of lights that celebrates new beginnings,

the emergence of light from darkness and

the triumph of good over evil, APAN, in

partnership with HANWA (Hindu

Association of Northwest

Arkansas), hosted an event

that brought out more

than 1,200 people. The

event featured food,

booths and music,

as well as a canned

food and book shelf

drive to give back to the

community.

ASSOCIATE RESOURCE GROUPS

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WomenInternal Women’s Organizations: Providing opportunities for women at Walmart

PRESIDENT’S GLOBAL COUNCIL OF WOMEN LEADERS

In 2009, Walmart’s former President and Chief Executive Officer (CEO), Mike Duke, formed the President’s Global Council of Women Leaders. The Council, currently composed of 16 senior women leaders within Walmart’s U.S. and International business units, provides advice and counsel on important matters pertaining to women in the workplace. The Council’s task is to make Walmart the best place for women to work at all levels with the strategic framework:

• Develop, retain and advance female leaders

• Attract female talent

• Promote inclusion

• Invest in women externally

WOMEN’S RESOURCE COUNCIL

Women’s Resource Council, formed in 2005, is one of the Associate Resource Groups in Walmart’s Home Office

created to build a sense of community among associates that share similar backgrounds and interests. With more than 3,200 members, the Women’s Resource Council focuses on associate development and retention, diversity best practices insight, business support, and community involvement.

IN-COUNTRY WOMEN’S LEADERSHIP COUNCILS

Walmart International’s business units all have in-country Women’s Leadership Councils, led by their country presidents. Their goal is to advise leadership, sponsor women’s development programs and drive the women’s strategy throughout the business.

Development Programs: Developing the next generation of women leaders

WOMEN IN RETAIL FIELD DEVELOPMENT PROGRAM

Attracting, developing and retaining the best talent is essential to fueling our continued growth, competitiveness and relevance as a retailer. In alignment with our global focus on being the best place to work for women at all levels, the Women in Retail (WIR) Field Development Program is designed to engage female associates in our stores. This is

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an effort that started in 2010 in our Walmart Canada field operations and continues to evolve and grow globally. WIR Field Development Program taps into the unlimited potential of our women associates through continued development, networking and a general focus on career growth and opportunity.

SAM’S CLUB WOMEN’S LEADERSHIP DEVELOPMENT SERIES

The Sam’s Club Women’s Leadership Development Series (WLDS) was launched in 2012 as a development program focused on building and retaining bench strength within the Sam’s Club organization. This targeted program, focuses on the manager and senior manager levels, provides development and exposure

WOMEN

opportunities for the purposes of preparing top-talent females for possible promotional opportunities.

BOLD

Building Opportunities through Leadership Development (BOLD) is a specialized leadership development program for top talent female directors and senior directors. BOLD is designed to prepare selected associates for expanded or next level roles by targeting Walmart-specific leadership competencies, practicing skills

essential to growth and development and leveraging peer interaction and exposure to company leaders.

August 2013 Participants

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Our responsibility to accelerate opportunities extends far beyond our own walls. Recognizing the supply chain is many times larger than our direct operations, we launched the Walmart Global Women’s Economic Empowerment (WEE) initiative in 2011. It’s another way to leverage our size, scale and expertise to drive change and impact women globally with bold public goals for sourcing and training.

SOURCING

The sourcing focus of our Global Women’s Economic Empowerment initiative centers on three specific commitments:

Source $20 billion from women-owned businesses for our U.S. business by the end of 2016. Over the past two years, we’ve developed a comprehensive women-owned business (WOB) sourcing strategy and implemented a variety of solutions such as scorecards, an online supplier academy, and supplier summits to help address the barriers many WOBs face. To achieve our goal, we set annual targets for our U.S. business and to date have exceeded our plan by $436 million.

Global Women’s Ecomonic Empowerment

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Double what we source from women-owned businesses for our international markets by the end of 2016. Because our 10 international markets vary greatly in their economic and cultural context, we are developing tailored strategies that account for business and cultural realities affecting WOBs in each market. In the past two years, we’ve identified our WOB suppliers for seven of our international markets and assembled working groups to share information, best practices and progress. We’re also partnering with WEConnect International to develop training programs for women entrepreneurs on Accessing Global Corporate Supply Chains and Working with Walmart.

Launch a dedicated e-commerce platform designed to give small women-owned businesses access to our customers. In March 2013, we launched Empowering Women Together, a destination on Walmart.com that connects small WOBs around the world with customers who are looking for products from women. Growing 35% in its first year, the site now hosts more than 350 items from 30 suppliers in 12 countries and earned the U.S. Chamber of Commerce 2013 Corporate Citizenship Award for Best Economic Empowerment Program. TRAINING

Walmart and the Walmart Foundation pledged to train nearly 1 million women globally by the end of 2016. To date, we’re on track and have provided training to more than 283,280 women. The specific programs drive our progress: Farms: With women in the developing world responsible for 43 percent of all farming, improving agricultural practices is key to better

livelihoods. In 2013, we accelerated our pace to train 500,000 women farmers by focusing our philanthropic support on existing large farmer training projects with leading non-government organizations (NGOs) and partners such as the

Bill and Melinda Gates Foundation.

Factories: The Women in Factories program is now underway, with training for 60,000 women being provided by Swasti in India, CARE in Bangladesh, Business Social Responsibility (BSR) in China, and World Vision in El Salvador and Honduras. Retail: Our School of Retail Centers began in India and expanded to Brazil. The Centers focus on providing

people ages 17 to 29 the professional training they need to work in retail jobs. These are planned to expand to Argentina, Chile, Mexico, and South Africa - ultimately reaching 200,000 women.

GLOBAL WOMEN’S ECONOMIC EMPOWERMENT

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LULAC’S LATINOS LIVING HEALTHY INITIATIVE

In 2013, the Walmart Foundation renewed LULAC’s Latinos Living Healthy Initiative continuing LULAC’s legacy of promoting a healthy lifestyle at the historical Placita Olvera and el Pueblo de Los Angeles, in Los Angeles, California. This past year’s Feria de Salud left a lasting impact on the more than 16,000 attendees who gathered for a day full of healthy messaging, entertainment, and free health services. As a major component of LULAC’s national agenda, the Latinos Living Healthy Initiative works to eliminate the disparities in Latino health and in accessing quality and affordable health care and services.

Latinos often lack equal access to health care services and resources, and this is especially true in the Los Angeles area, and is one of the key reasons why LULAC decided to bring the health festival to the city. According to the 2010 U.S. Census, Hispanics in California account for more than a quarter (28 percent) of the total number of Hispanics in the United States. It is especially concerning therefore, that 54 percent of Latinos in the Los Angeles area do not have health insurance, especially when compared to the average of 28 percent for the Los Angeles area as a whole. As Latinos lack equal access to resources, this year’s Feria de Salud put a special emphasis on raising awareness on key health issues and providing information and resources about the importance of incorporating healthy eating and exercise practices

Walmart LULAC

into everyday life. Throughout the day, participants were encouraged to take part in the various health services and healthy activities taking place throughout El Pueblo and La Placita.

Community outreach

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MOVING FORWARD

SAGEWORKS

In 2010, the Walmart Foundation generously funded Services and Advocacy for GLBT Elders (SAGE), to create SAGEWorks, a national employment support program for lesbian, gay, bisexual and transgender (LGBT) people age 40 and older. Currently operating in Chicago, Denver, New York City, Palm Springs, Philadelphia and Ft. Lauderdale, SAGEWorks expands participants’ job hunting skills and career options, and connects employers to diverse high-caliber candidates. Recognizing the importance of remaining employed and fulfilled in today’s competitive job market, SAGEWorks also provides hands-on workshops, technology training and personal coaching.

SAGEWorks offers a place where LGBT older people can find a peer network that can help them navigate today’s tough employment terrain, as well as a space where they can freely share job and career aspirations as LGBT people. SAGEWorks believes employers know the value of diversity and inclusion, and are committed to making sure that their workforce is inclusive of older people and LGBT people. The Walmart Foundation’s support of SAGEWorks sends a strong message to employers that valuing diversity in the workplace is important and necessary. SAGEWorks is making a real difference in the lives of LGBT adults. As Charles, age 64, recounts: “I am not exaggerating when I say SAGE saved my life. At this time last year, I had been unemployed for nearly two years and felt discouraged and depressed. But I was in the SAGEWorks unemployment support group, which was the only thing that got me out of bed…And it was through SAGEWorks that I got the call offering me a job.” To date, more than 1,000 individuals affected by job loss have taken advantage of the SAGEWorks program.

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Global storiesAFRICACEO’s Council of Women Leaders

Since June 2012, we’ve organized a council of 37 women leaders across the organization. This leadership development program promotes equal opportunity and focuses on buying, merchandising and retail skills.

ARGENTINACenter for Work and Family

Since we began working with the Women Leadership Council in Argentina we have strategically partnered with the “Center for Work and Family” (“CONFyE”) at the IAE Business School, the most prestigious business school in Argentina. The umbrella under which they work and that we have adopted is the IFREI model, which measures how “family-responsible” employers are. In 2012, we received the accreditation as a Family-Responsible Employer under the IFREI Model by the Canadian Work and Family Foundation. Only four companies were recognized in Argentina, and Walmart was

the only retailer among them.

In 2011, Walmart sponsored the first Best Practices Guide – Towards a Family Responsible Company developed by the CONFyE. This guide, distributed at no cost, was an innovative tool in Argentina, by which different companies share their best practices to promote family responsibility and work/family balance. In 2013 Walmart again sponsored the updated second edition.

BRAZILWalmart Brazil launches diversity groups

As part of our continuing diversity and inclusion efforts, we formally launched several associate diversity groups with focus on youth, LGBT, senior citizens, women, African descendants and the disabled. These groups are made up by volunteer associates who work together to create projects and actions aligned with the diversity and business strategy of the company.

CANADAWomen in Retail

Our Women in Retail program continues to lead Walmart in innovation, having recently won the prestigious Journal of Diversity’s “Award of Excellence – Innovation in Diversity.” Our Home Office program is performing well, with 65 participants. We expanded the program this year and leveraged more than 200 Women in Retail Store Captains to help them coach hourly associates to assist them in understanding their skills and strengths so they can improve their careers.

CENTRAL AMERICAWomen Leaders Group

This accelerated development program focuses on discovering the personal and professional potential of the participants. In 2013, 147 women associates graduated from the program.

Canada is our first market to exceed 50 percent of women in management roles

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GLOBAL STORIES

CHILEChampions of Diversity program

We launched our Champions of Diversity program to train three to five associates per store in how to embrace diversity. As we hire minority associates, we connect them with these store champions to ease integration and promote productivity. In 2013, we trained small groups of associates at seven stores and hired 40 people with disabilities. We expect both of those numbers to grow in 2014.

CHINAWomen Mentoring Circle

This is a one-year program designed to connect aspiring female leaders with successful company directors to provide advice and learn from their experiences. Since 2010, 22 senior directors have mentored more than 120 female associates.

Women in Leadership Workshop

This platform offers access to a variety of external leaders who share insight on the topics of work-life balance, decision making, children’s education and more. More than 5,200 female associates have taken advantage of this opportunity over the past six years.

INDIAWomen in Leadership Council

Our Women in Leadership Council organized seven Leader Speak and Leader Interaction sessions at the Walmart India Home Office. These sessions provided a platform for Walmart India associates to interact with senior leaders and learn from their rich experiences on topics such as leadership, personal branding and negotiation. 90 associates participated in 2013.

JAPANCareers 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 have a number of programs to encourage female associates to pursue career development opportunities. We’ve facilitated sessions with female leaders on leading issues, promoted open discussion at the store level regarding diversity and inclusion and more. By 2015, we project 10 percent of our store managers will be female, a 100 percent increase over 2011.

U.K.LGBT

Since October 2012, we’ve offered a thriving lesbian, gay, bisexual and transgender (LGBT) network. In 2013, we celebrated Summer of Pride, during which 1,000 associates attended 25 pride events in England, Scotland, Wales and Northern Ireland. In addition, we co-founded an inter-retail LGBT Network group with the co-op and other key retailers, and were recently nominated for Personnel Today’s Award for Diversity and Inclusion.

Disability

The Asda Home Office held an education and awareness event to coincide with International Day of People with Disability, sponsored by our Chief Merchandising Officer for Food. Our Disability Working Group set out to educate and drive awareness of disability and mental health. More than150 senior leaders attended, providing the perfect foundation for a continuation of this work in 2014.

The U.K. increased women store managers from 12–16 percent in one year

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Walmart embeds its supplier diversity program into the company’s overall strategic business objectives to articulate the value of inclusion in all business outcomes. We commit to increasing our spend with businesses owned by people of color, women, veterans and people with disabilities, and ensuring an inclusive supply chain that meets the needs of our customers. By doing so, we help create economically sustainable communities.

Strategic Goal

Our goal is to become the leader in supplier diversity – providing unparalleled access for diverse suppliers to the world’s largest supply chain, developing diverse businesses in the communities we collectively serve, and acting as a convening force for best practices and development around supplier diversity.

Supporting pillars

• PEOPLE: Walmart’s goal is to have our supplier base reflect the diversity of our associates and customers who visit our stores, clubs and website each week.

• PRODUCTS: Diverse businesses can provide Innovative products or services, flexibility and differentiation and create a source of competitive advantage.

• RESPONSIBILITY: In working with Walmart, our suppliers take on the responsibility of meeting our supplier standards, including our Every Day Low Cost (EDLC) model.

$10.3 billionDirect spend with women and people of color suppliers

Supplier diversity

$2.6 billionSecond tier spend with women and people of color suppliers

$3.7 billionSourcing from women-owned businesses

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Moving forwardThrough our diversity and inclusion efforts, Walmart now is one of the most diverse global employers. While we are proud of the progress we’ve made, our work is far from complete. As we move forward, we will expand our efforts with an increased focus on inclusion. Our CEO, Doug McMillon, is the torchbearer and trailblazer for inclusion. We are expanding the traditional definition of diversity to include differences of perspectives, opinions and styles. We will drive education around unconscious bias and will ensure that white men are actively engaged on our inclusion journey. Inclusion will be the critical path to continued business growth and advancement of women and people of color in our company. We continue to drive and accelerate our diversity and inclusion journey as a business imperative. It is our responsibility to the communities we serve as the world’s largest private employer. Moreover, it is who we are and it is our mission that we strive to carry out every day. We are Walmart - helping people save money so they can live better lives.

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2013 U.S.EEO-1 Data

TERMINOLOGY

Executive/Senior Level Officials and Managers: Individuals who plan, direct and formulate policies, set strategy and provide the overall direction of enterprises/organizations for the development and delivery of products or services, within the parameters approved by boards of directors or other governing bodies. Residing in the highest levels of organizations, these executives plan, direct or coordinate activities with the support of subordinate executives and staff managers.

First/Mid Level Officials and Managers: Individuals who serve as managers, other than those who serve as Executive/ Senior Level Officials and Managers, including those who oversee and direct the delivery of products, services or functions at group, regional or divisional levels of organizations. These managers receive directions from the Executive/Senior Level management and typically lead major business units. They implement policies, programs and directives of executive/senior management through subordinate managers and within the parameters set by

Executive/Senior Level management.

Professionals: Occupations requiring either college graduation or experience of such kind and amount as to provide a comparable background.

Technicians: Occupations requiring a combination of basic scientific knowledge and manual skill which can be obtained through two years of post high school education, such as is offered in many technical institutes and junior colleges, or through on the job training.

Sales Workers: Occupations engaged wholly or primarily in direct selling

Administrative Support Workers: Administrative support occupations, including all clerical-type work regardless of level of difficulty, where the activities are predominately non-manual through some manual work not directly involved with altering or transporting the products is included.

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Craft Workers (skilled): Manual workers of relatively high level (precision production and repair) having a thorough and comprehensive knowledge of the process involved in their work. Exercise considerable independent judgment and usually receive an extensive period of training. Exclude learners and helpers of craft workers.

Operatives (semi-skilled): Workers who operate transportation or materials moving equipment, or who operate machine or processing equipment, or who perform other factory-type duties of intermediate skill level which can be mastered in a few weeks and require only limited training. Includes apprentices in such fields as auto mechanics, plumbing, bricklaying, carpentry, building trades, metalworking trades, and printing trades.

Laborers and Helpers (unskilled): Handlers, equipment cleaners, helpers and other workers in manual occupations which generally require no special training and who perform

elementary duties that may be learned in a few days and require the application of little or no independent judgment. Farm workers (laborers) are placed here, as well as farming, forestry and fishing occupations not elsewhere covered.

Service Workers: Workers in both protective and non-protective service occupations.

Includes non-protective workers in professional and personal service, amusement and recreation, food service, maintenance, and unarmed sentinel occupations. Also includes protective workers in police and detection, fire fighting and fire protection, armed guard and security occupations.

The North American Industry Classification System (NAICS) is a taxonomy used by the U.S. Census Bureau and other Federal agencies to classify 20 broad industry sectors of the economy. NAICS code 45 includes the following sub-sectors:

451 Sporting Goods, Hobby, Book, and Music Stores

452 General Merchandise Stores

453 Miscellaneous Store Retailers

454 Non-store Retailers

The charts compare Walmart’s workforce to nationwide EEO-1 figures and to a composite of the retail trade sector. (The retail trade sector comprises establishments engaged in retailing merchandise and rendering services incidental to the sale of merchandise). Although these are not exact comparisons (because Walmart’s business is like no other in the world), they do give a picture of how Walmart’s commitment to workforce diversity is being shown company-wide.

EEO-1

24


48 + 29 + 38 + 54 + 5054 + 76 + 8 + 24 + 32 + 5960 + 32 + 47 + 52 + 7270 + 55 + 15 + 43 + 37 + 5156 + 28 + 42 + 52 + 8472 + 46 + 5 + 52 + 15 + 37

48.0

4%

Total Executives/Senior Level Officials and

Managers

First/Mid-Level Officials and

Managers

Professionals Technicians

Female EEO-1 Comparison 2011 EEO-1 Composite

2012 NAICS 45 Composite

Walmart 2013

Sales Workers Administrative Support Workers

Craft Workers Operatives Laborers and Helpers

Service Workers

59.6

0%

56.4

3%

28.7

3%

31.5

7%

28.4

2%

38.4

7%

46.5

7%

42.3

5%

53.6

0%

51.6

1%

52.3

5%

50.1

7% 72

.36%

83.7

6%

69.7

9%

54.0

3%

71.5

4%

75.5

2%

55.0

3%

45.5

8%

7.93

%

14.6

6%

5.11

% 24

.34%

42.6

9%

52.2

5%

14.8

7%

31.9

5%

36.9

6% 58

.98%

51.1

2%

36.8

0%

25

35 + 12 + 20 + 25 + 3132 + 35 + 29 + 40 + 54 + 5038 + 12 + 24 + 28 + 3240 + 37 + 32 + 38 + 47 + 4039 + 22 + 28 + 29 + 3340 + 41 + 34 + 34 + 42 + 40

34.6

2%

Total Executives/Senior Level Officials and

Managers


Managers


Minority EEO-1 Comparison 2011 EEO-1 Composite


Walmart 2013



Service Workers

38.0

3%

38.7

8%

11.7

4%

11.8

5%

22.1

3%

20.4

6%

24.4

9%

28.0

6%

25.3

3%

27.6

6%

29.1

7%

30.7

6%

31.9

5%

33.2

3%

39.6

8%

32.3

7%

39.5

0%

34.8

1%

37.4

7%

41.0

0%

28.6

1%

31.9

4%

33.7

0%

39.8

1%

38.4

1%

33.6

8%

41.8

6%

54.2

3%

46.9

4%

50.0

7%

40.0

8%

40.4

3%

EEO-1

26


14 + 3 + 7 + 7 + 1313 + 16 + 9 + 17 + 17 + 2317 + 3 + 9 + 6 + 1118 + 19 + 12 + 15 + 19 + 1720 + 7 + 13 + 7 + 1321 + 22 + 16 + 15 + 21 + 20Total Executives/Senior

Level Officials and Managers


Managers


Black or African American EEO-1 Comparison 2011 EEO-1 Composite


Walmart 2013



Service Workers

2.90

%

2.71

%

7.38

%

6.88

%

9.20

%

13.2

9%

7.42

%

5.74

%

7.32

%

8.82

%

12.3

9%

15.9

1%

13.6

8%

16.6

8%

19.6

6%

13.2

9%

11.1

8%

13.1

7%

13.3

2%

18.0

4%

20.5

8%

16.4

6%

18.5

7%

21.5

2%

16.7

1%

15.0

1%

15.0

5%

17.4

8%

19.0

7%

20.6

0%

23.0

5%

17.3

5%

20.2

3%

27




Managers


Hispanic or Latino EEO-1 Comparison 2011 EEO-1 Composite


Walmart 2013



Service Workers

3.65

%

3.85

%

8.24

%

6.94

%

8.81

%

9.68

%

5.27

%

5.18

%

3.94

%

15.3

3%

13.8

2%

12.9

2%

13.3

5%

13.9

8%

12.6

4%

9.21

%

11.5

8%

11.6

2%

12.6

5%

14.3

1%

12.3

4%

12.0

9%

12.5

9%

12.9

2%

17.3

4%

17.5

5%

14.0

5%

30.8

9%

20.9

6%

17.0

5%

20.0

4%

16.1

9%

14.4

6%

EEO-1

28





Managers


Asian EEO-1 Comparison 2011 EEO-1 Composite


Walmart 2013



Service Workers

4.24

%

4.33

%

5.86

%

5.35

%

4.56

%

2.49

% 11

.07%

14.8

6%

15.5

8%

2.76

%

3.16

%

1.65

%

5.64

%

4.50

%

3.29

%

6.42

%

6.81

%

5.65

%

3.81

%

4.29

%

3.39

%

4.02

%

3.09

%

2.81

%

4.15

%

3.62

%

2.25

%

3.75

%

4.05

%

1.41

%

4.38

%

3.67

%

3.01

%

29




Managers


Native Hawaiian or Pacific Islander EEO-1 Comparison

2011 EEO-1 Composite


Walmart 2013



Service Workers

0.17

%

0.19

%

0.00

%

0.24

%

0.30

%

0.37

%

0.34

%

0.27

%

0.30

%

0.29

%

0.45

%

0.40

%

0.39

%

0.46

%

0.47

%

0.40

%

0.47

%

0.35

%

0.39

%

0.47

%

0.43

%

0.42

%

0.55

%

0.67

%

0.36

%

0.39

%

0.33

%

0.50

%

0.49

%

0.35

%

0.54

%

0.51

%

0.44

%

EEO-1




Managers


Asian EEO-1 Comparison 2011 EEO-1 Composite


Walmart 2013



Service Workers

4.24

%

4.33

%

5.86

%

5.35

%

4.56

%

2.49

% 11

.07%

14.8

6%

15.5

8%

2.76

%

3.16

%

1.65

%

5.64

%

4.50

%

3.29

%

6.42

%

6.81

%

5.65

%

3.81

%

4.29

%

3.39

%

4.02

%

3.09

%

2.81

%

4.15

%

3.62

%

2.25

%

3.75

%

4.05

%

1.41

%

4.38

%

3.67

%

3.01

%

30





Managers


American Indian or Alaskan Native EEO-1 Comparison



Walmart 2013



Service Workers

0.28

%

0.22

%

0.22

%

0.38

%

0.56

%

0.93

%

0.38

%

0.35

%

0.74

%

0.82

%

0.81

%

1.10

%

0.55

%

0.77

%

1.02

%

0.55

%

0.72

%

0.91

%

0.61

%

0.80

%

1.02

%

0.58

%

0.94

%

1.14

%

0.67

%

0.71

%

0.91

%

0.60

%

0.73

%

0.83

%

0.60

%

0.75

%

0.94

%

31




Managers


Two Or More Races EEO-1 Comparison



Walmart 2013



Service Workers

0.50

%

0.56

%

0.43

%

0.66

%

1.05

%

1.30

%

0.85

%

1.27

%

1.29

%

0.59

%

1.30

%

1.72

%

1.03

%

1.63

%

1.70

%

0.89

%

1.19

%

1.53

%

1.59

%

1.77

%

1.74

%

1.25

%

1.73

%

1.95

%

0.59

%

1.13

%

1.10

%

1.01

%

1.63

%

1.63

%

1.47

%

1.61

%

1.35

%

EEO-1

Walmart Stores, Inc. (NYSE:WMT)

702 S.W. 8th Street

Bentonville, AR 72761 USA

479.273.4000

www.corporate.walmart.com/global-responsibility/diversity-inclusion

diversity & inclusion report

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