Fact Sheets

At Wal-Mart we are committed to bringing about solutions to some of the most pressing health care challenges facing America's working families. We’ve made this a major focus of the last year -- our more affordable health benefits improvements are a prime example. We are making a real difference for our associates, our customers and the communities we serve. And we are building on those efforts. That’s why Wal-Mart, along with several other large employers who are concerned about the rising cost of health care and inefficiencies in the current system, are coming together to form Dossia, a new non-profit organization that will provide a framework for electronic personal health records.

At Walmart, we understand the importance of supporting the communities we serve and we are committed to helping families in need. In 2008 alone, Walmart, Sam’s Club and the Walmart Foundation gave $378 million to communities across the U.S. In June 2009, the Walmart Foundation donated $7.8 million to support food banks and provide healthy, summer meals to children who receive free or reduced-price lunches during the school year.

At Wal-Mart, we appreciate the service and sacrifice of our nation’s military men and women, their families and our veterans. We strive to support their heroism in a variety of ways, and have traditionally worked to understand and address some of the specific and special unmet needs facing the military community. Whether it’s bringing Christmas cheer to military families across the country or helping to create a special DVD for children coping with the deployment of a parent, Wal-Mart is committed to serving those who have served our country.

For more than 20 years, Wal-Mart has partnered with The Salvation Army to help individuals in need.  Our company supports The Salvation Army at all levels, from working together at the national level with funds from the Wal-Mart Foundation to on-the-ground work at the local level, where stores and clubs partner with local Salvation Army corps to assist with specific, community-related needs.

At Walmart, we understand how critical education is to the lives and well-being of all Americans. In 2008, Walmart and its Foundation gave more than $66 million to fund continued support of creating opportunities in education. Through its scholarship programs alone, the Walmart Foundation awarded more than $8 million in 2008. By supporting education, the Walmart Foundation ensures that the leaders of tomorrow have access to the quality education opportunities they need to be successful today.

At Walmart, we understand the importance of supporting the communities we serve and we are committed to helping families in need. In 2007 alone, Wal-Mart, Sam’s Club and the Wal-Mart Foundation gave $296 million to communities across the U.S. Most recently, the Wal-Mart Foundation partnered with Feeding America in a monumental food donation program that – once rolled out to all 2,724 Walmart Supercenters and Neighborhood Markets – will provide 70 million meals per year to families in need.

While the economic crisis continues to impact communities around the globe, Wal-Mart and its domestic and international Foundations stepped up charitable giving in countries around the world from February 1, 2008 through January 31, 2009 with more than $423 million in cash and in-kind gifts, an $85.6 million increase over its global giving in the previous year. The company’s long-term commitment to giving back locally has positioned the retailer as a trusted source of funding for community programs, especially those that address hunger, homelessness, education, job training and other basic needs.

Community: We believe in a philosophy of operating globally and giving back locally. We know we can make the greatest impact on our communities by supporting causes that are important to our customers and our neighborhoods. In 2008, Wal-Mart international operations and corporate foundations donated more than $45 million to our communities around the world. International associates and customers contributed an additional $29 million through company sponsored fundraising activities.

According to the United Nations Population Fund, of the world’s one billion poorest people, three fifths are women and girls. Of the 960 million adults in the world who cannot read, two thirds are women. At Wal-Mart, we understand how critical education, training and entrepreneurship are to breaking the vicious cycle of poverty and believe we can help -- that we can make a difference.

“We’re all working together; that’s the secret. And we’ll lower the cost of living for everyone, not just in America, but we’ll give the world an opportunity to see what it’s like to save and have a better lifestyle, a better life for all. We’re proud of what we’ve accomplished; we’ve just begun.” – Sam Walton (1918-1992).

According to Nielsen estimates, more than 200 million people in the U.S. shop at Wal-Mart each year, choosing us to save them time and money.

In a speech to Wal-Mart store managers in Kansas City on January 23, 2008, Wal-Mart Stores, Inc. CEO and President Lee Scott laid out the company’s vision for addressing major issues that are important to the future of the company and the world.

At Wal-Mart, helping communities is what we do every day. And when a crisis strikes this becomes an even greater priority.

At Wal-Mart, helping communities is what we do every day. When a crisis strikes, that charge becomes an even greater priority -- we are committed to reacting quickly and effectively when and where disasters hit the hardest. Each year, Wal-Mart is called upon for assistance following natural disasters from floods and tornadoes to wildfires and hurricanes worldwide and has been an integral part of local recovery efforts in the communities we serve. Since 2007, Wal-Mart and its Foundation have donated more than $16 million for disaster preparedness and disaster relief efforts.

Following Hurricanes Katrina and Rita, Wal-Mart leveraged its unique strengths as a company to help storm victims in their greatest hour of need. Our rescue efforts provided essential supplies and assistance to our associates, our customers and our neighbors. We are proud to serve the local community—especially during times of crisis.

The latest news on Economic Opportunities from Wal-Mart.

Information Resources, Inc. released a report, titled “Wal-Mart, Helping Consumers Navigate a Transforming Economy,” that highlights Wal-Mart’s exceptional position for growth within the struggling U.S. economy. The research concluded that Wal-Mart’s ability to offer goods at low prices and its improvements to the total shopping experience are resonating with a broader mix of consumers, who are now reaping the benefits of shopping at Wal-Mart. The current strategy adopted by Wal-Mart allows consumers, suppliers and stakeholders to withstand the changing U.S. economy.

At Wal-Mart, we are committed to creating opportunity beyond the walls of our stores and Clubs. The Jobs and Opportunity Zones (JOZ) program is about making unique contributions to the local community by offering an even greater economic boost to the people and the neighborhoods that need Wal-Mart the most. This effort is an extension of the company’s dedication to associates, the communities we serve, and to the millions of working families who rely on us every day to save them money, so they can live better.

At Walmart, we understand that more and more families are facing financial challenges due to today’s tough economy, and we are committed to supporting the millions of consumers who are not using traditional checking accounts to manage their finances. In line with this commitment, Walmart is stepping up its money services efforts and launching “Operation Main Street: Money Management,” a program which includes a $3 Rollback price on the Walmart MoneyCard and a focus on financial literacy.

En Walmart, entendemos que cada vez más familias enfrentan desafíos financieros debido a la economía difícil actual, y asumimos el compromiso de apoyar a millones de consumidores que no utilizan cuentas corrientes tradicionales para administrar sus finanzas. Junto con este compromiso, Walmart aumenta sus esfuerzos para ofrecer servicios monetarios y lanza “Operación Calle Mayor: administración del dinero” (“Operation Main Street: Money Management”), un programa que incluye un precio de reducción de $3 en la tarjeta Walmart MoneyCard y se concentra en el entendimiento financiero.

Los consumidores sin una relación bancaria son los que no tienen acceso a los servicios financieros tradicionales. Los consumidores que los usan de forma insuficiente pueden tener acceso a los servicios financieros, pero no los usan con regularidad.

Unbanked consumers are those who lack access to mainstream financial services. Underbanked consumers may have access to financial services, but don’t use them regularly.

The CATO Institute recently issued an article in its publication, the Regulation, on Wal-Mart’s impact on small “mom and pop” businesses, titled “Has Wal-Mart Buried Mom and Pop? (2008)”  The article concluded that the popular and publicly-accepted belief that Wal-Mart destroys small businesses in its path is a misconception.

Scholars from the American Enterprise Institute (AEI) detailed the benefits of big-box retailers, such as Wal-Mart, to consumers, workers and the economy in the book, “The Wal-Mart Revolution.”1 Their research and analysis concluded that Wal-Mart’s economic impact is more positive than negative, and that the negative impacts are minimized by gains associated with the retailer’s existence. The book indicated that Americans benefit as a result from Wal-Mart presence in communities and credits Wal-Mart as being “part of the solution to the problem of poverty in America.” By focusing on community impact, consumers and employee relations, the book indicated that Wal-Mart’s impact is far-reaching and provides many social and economic benefits.

Global Insight 2007 study

University scholars researched the age-old question “Is Wal-Mart good for the economy?” The study, “The Effects of Wal-Mart Supercenters on Grocery Prices in New England (2008)”1 focused on the impact of Supercenters on grocery prices, and its competitive effects on prices at conventional supermarkets.

As one of the country’s largest private employers, Wal-Mart Stores, Inc. places a diverse and multicultural workforce—at all levels—among
its top priorities. And our commitment to diversity is not just something we talk about, it’s who we are. We believe we can better serve our customers and provide a positive work environment for our more than 1.4 million U.S. associates by cultivating respect for their diverse lives and backgrounds through various company initiatives. As part of this commitment, Wal-Mart has made tremendous strides to support women and the organizations and issues of importance to them.

As one of the country’s largest private employers, Wal-Mart Stores, Inc. places a diverse and multicultural workforce—at all levels—among its top priorities. And our commitment to diversity is not just something we talk about, it’s who we are. We believe we can better serve our customers and provide a positive work environment for our more than 1.4 million U.S. associates by cultivating respect for their diverse lives and backgrounds through various company initiatives. As part of this commitment, Wal-Mart has made tremendous strides to support the African-American community and the organizations and issues of importance to it.

As one of the country’s largest private employers, Wal-Mart Stores, Inc. places a diverse and multicultural workforce—at all levels—among its top priorities. And our commitment to diversity is not just something we talk about, it’s who we are. We believe we can better serve our customers and provide a positive work environment for our more than 1.4 million U.S. associates by cultivating respect for their diverse lives and backgrounds through various company initiatives. As part of this commitment, Wal-Mart has made tremendous strides to support the American Indian and Alaskan Native community and the organizations and issues of importance to it.

As one of the country’s largest private employers, Wal-Mart Stores, Inc. places a diverse and multicultural workforce—at all levels—among its top priorities. And our commitment to diversity is not just something we talk about, it’s who we are. We believe we can better serve our customers and provide a positive work environment for our more than 1.4 million U.S. associates by cultivating respect for their diverse lives and backgrounds through various company initiatives. As part of this commitment, Wal-Mart has made tremendous strides to support the Asian and Pacific Islander-American community and the organizations and issues of importance to it.

Diversity is a way of life at Wal-Mart Stores, Inc. It’s not just something we talk about, it’s who we are. Our dedication to diversity extends from our board of directors to our associates; from our suppliers to our customers; and from our core beliefs to every aspect of our business. We have long maintained diversity initiatives, including personnel practices and supplier programs to help build and retain a diverse workforce and supplier base, along with varied community outreach programs. Because of this commitment to diversity, we can better serve our more than 136 million weekly customers and provide a positive work environment for our 1.4 million U.S. associates.

As one of the country’s largest private employers, Wal-Mart Stores, Inc. places a diverse and multicultural workforce—at all levels—among its top priorities. And our commitment to diversity is not just something we talk about, it’s who we are. We believe we can better serve our customers and provide a positive work environment for our more than 1.4 million U.S. associates by cultivating respect for their diverse lives and backgrounds through various company initiatives. As part of this commitment, Wal-Mart has made tremendous strides to support the disability community and the organizations and issues of importance to it.

2008 Diversity Awards & Recognitions

At Walmart, we believe that business wins when everyone matters. As one of the country’s largest private employers, our company places a diverse and multicultural workforce—at all levels—among its top priorities. We believe we can better serve our customers and provide a positive working environment for our more than 1.4 million U.S. associates by cultivating respect for their diverse lives and backgrounds through various company initiatives. This commitment is demonstrated to our associates, our customers, our suppliers and to the communities we serve.

As one of the country’s largest private employers, Wal-Mart Stores, Inc. places a diverse and multicultural workforce—at all levels—among its top priorities. And our commitment to diversity is not just something we talk about, it’s who we are. We believe we can better serve our customers and provide a positive work environment for our more than 1.4 million U.S. associates by cultivating respect for their diverse lives and backgrounds through various company initiatives. As part of this commitment, Wal-Mart has made tremendous strides to support the Hispanic community and the organizations and issues of importance to it.

As one of the country’s largest private employers, Wal-Mart Stores, Inc. places a diverse and multicultural workforce—at all levels—among its top priorities. And our commitment to diversity is not just something we talk about, it’s who we are. We believe we can better serve customers and provide a positive work environment for our more than 1.4 million U.S. associates by cultivating respect for their diverse lives and backgrounds through various company initiatives. As part of this commitment, Wal-Mart has made tremendous strides to support the mature community and the organizations and issues of importance to it.

Wal-Mart Stores, Inc. believes in fostering the inclusion of minority- and women-owned and operated businesses in its network of vendors. Our Supplier Diversity Program allows us to create opportunities for diverse suppliers to provide their goods or services to the nation and the world. This program helps us achieve our business goals to create jobs and bring quality products and services to our customers, allowing them to save money and live better. As part of its diversity commitment, Wal-Mart has made tremendous strides in support of minority- and women-owned businesses.

According to the United Nations Population Fund, of the world’s one billion poorest people, three fifths are women and girls. Of the 960 million adults in the world who cannot read, two thirds are women. At Wal-Mart, we understand how critical education, training and entrepreneurship are to breaking the vicious cycle of poverty and believe we can help -- that we can make a difference.

On February 7th, Wal-Mart partnered with leaders in business, government, labor and public policy communities to launch the “Better Health Care Together” campaign.

As the world’s largest retailer and one of the nation’s largest providers of health benefits Wal-Mart recognizes it has an enormous opportunity to positively impact the lives of our associates, customers and communities. We are uniquely positioned to be an advocate and ally for them and their health.

At Walmart, we believe that America’s health care challenges are larger than any individual corporation – even the largest. But we want to do our part to offer solutions to these issues. As part of our commitment to providing affordable, accessible solutions to America’s health care challenges, we’re focused on innovation in the following areas: our enhanced personalized associate benefits, expanding adoption of electronic health records, increasing utilization of e-scripts, our $4 prescription medication program and growing the network of in-store clinics.

Our Walmart Vision Centers and Sam’s Club Optical Centers are dedicated to being the trusted eye health care provider of choice for patients seeking the best value.

As part of its commitment to bring affordable health care to Americans, in May 2008 Wal-Mart launched phase three of its $4 Prescription Program. Expected to save Wal-Mart customers millions annually, the program now covers a 90-day prescription for $10, additional women’s health medications and a new $4 over-the-counter (OTC) offer. The 90-day option gives more choices to customers and physicians who may have been limited to mail order prescriptions in the past.

Wal-Mart Argentina started its operations in August 1995, opening a Sam’s Club in Avellaneda in the greater Buenos Aires area. The first Supercenter was built in November 1995 in Avellaneda, Province of Buenos Aires. In 2007, Wal-Mart Argentina introduced the format “Changomas”, in La Rioja Province, and in September 2007 celebrated the grand opening of a distribution center in Moreno City, Buenos Aires province. On October 1, 2007, Wal-Mart announced its acquisition of three Auchan stores in La Tablada, Quilmes and Avellaneda (all in the proximity of Buenos Aires) and has since integrated these stores into Wal-Mart Supercenters.

Today, Wal-Mart Brazil is the largest employer among retailers in Brazil, with more than 73,000 associates. It began operations in Brazil in 1995 with two Supercenters and three Sam’s Clubs in the state of São Paulo and gross sales of R$ 12 million. In 14 years, the company grew from a five-store company to become the third largest retailer in Brazil with sales close to R$ 17 billion. Two acquisitions propelled Wal-Mart Brazil through this transition: Bompreço’s 118 stores in the Northern region of Brazil, and Sonae’s 140 stores in the Southern region. With these acquisitions, Wal-Mart Brazil grew from a two to nine brand company with multiple store formats (retail, wholesale and soft discount). During the last two years, the company grew organically, building new stores for all of the brands across 18 states and the federal district.

Today, Walmart Canada does business with more than 6,000 Canadian suppliers to whom we pay more than $11 billion annually. We also conducted 10 local supplier fairs over the past three years to reach out further to Canadian suppliers and expand our range of local products. We have created more than 100,000 store and construction jobs since Walmart Canada was founded in 1994, and according to a Ryerson University Study, helped lower the cost of living for Canadians by as much as 10 percent in our first decade of operation.

Wal-Mart acquired a majority in Distribución y Servicio D&S S.A., Chile's leading food retailer, in January 2009. D&S began as a family-owned operation led by Manuel Ibáñez Ojeda in 1957 with its first supermarket called Almac. The business was expanded by his sons, Felipe Ibáñez Scott and Nicolas Ibáñez Scott, who remain engaged in the business. With headquarters in Santiago, D&S has more than 35,000 associates. The company operates several formats including hypermarkets Hiper de LIDER, supermarkets Express de LIDER, Super Bodega Acuenta and Econo convenience stores. It also has developed a significant credit business through its Presto credit card, with 1.6 million users.

Wal-Mart began its retail operations in China in 1996 with the opening of a Supercenter and Sam’s Club in Shenzhen. Wal-Mart's Global Procurement Office opened in Feb 2002. In February 2007, Wal-Mart purchased a 35% interest in Trust-Mart. Wal-Mart currently serves more than 7 million customers weekly in 73 cities.

In September 2005, Wal-Mart acquired a 33 1/3 percent interest in CARHCO from the Dutch retailer Royal Ahold NV. In February 2006, Wal-Mart increased its interest to 51% and the name CARHCO was changed to Wal-Mart Centroamérica. Wal-Mart Centroamérica is the region’s largest retailer, with more than 500 stores and over 30,000 associates in Guatemala, El Salvador, Honduras, Nicaragua and Costa Rica.

In September 2005, Wal-Mart acquired a 33 1/3 percent interest in CARHCO from the Dutch retailer Royal Ahold NV. In February 2006, Wal-Mart increased its interest to 51% and the name CARHCO was changed to Wal-Mart Centroamérica. Wal-Mart Centroamérica is the region’s largest retailer, with 486 stores and more than 30,000 associates in Guatemala, El Salvador, Honduras, Nicaragua and Costa Rica.

In September 2005, Wal-Mart acquired a 33 1/3 percent interest in CARHCO from the Dutch retailer Royal Ahold NV. In February 2006, Wal-Mart increased its interest to 51% and the name CARHCO was changed to Wal-Mart Centroamérica. Wal-Mart Centroamérica is the region’s largest retailer, with more than 500 stores and over 30,000 associates in Guatemala, El Salvador, Honduras, Nicaragua and Costa Rica.

In September 2005, Wal-Mart acquired a 33 1/3 percent interest in CARHCO from the Dutch retailer Royal Ahold NV. In February 2006, Wal-Mart increased its interest to 51% and the name CARHCO was changed to Wal-Mart Centroamérica. Wal-Mart Centroamérica is the region’s largest retailer, with more than 500 stores and over 30,000 associates in Guatemala, El Salvador, Honduras, Nicaragua and Costa Rica.

Wal-Mart’s International stores, like those in the U.S., are committed to one mission: saving people money so they can live better. Our international stores provide excellent customer service and convenience and they offer working families the things they need at prices they can afford. At Wal-Mart, we go to great lengths to ensure our international stores reflect the local needs and wants of our customers, and we work hard to make sure our stores are seen as vital partners in communities. This approach is the reason Wal-Mart is welcomed into country after country around the globe, and it’s also why we have tremendous potential to continue our rapid growth internationally.

Seiyu is one of the largest supermarket chains in Japan. The company was established on April 19, 1963. In May 2002, Wal-Mart acquired a 6.1 % stake in Seiyu. In December 2005, Wal-Mart acquired a majority interest in Seiyu, making Seiyu a Wal-Mart subsidiary, and on December 5, 2007, Wal-Mart‘s tender offer to acquire all of the issued and outstanding shares of Seiyu was completed successfully, raising Wal-Mart’s ownership of Seiyu from 50.9 percent to 95.1 percent. Wal-Mart proceeded with additional steps to acquire all of the remaining shares, which resulted in the delisting of Seiyu shares from the Tokyo Stock Exchange in April 2008. In June 2008, Seiyu became a wholly-owned subsidiary of Wal-Mart.

In 1991, Wal-Mart entered into a joint venture with Cifra with the opening of a Sam’s Club in Mexico City, the first market in Wal-Mart’s International division. In 1997, Wal-Mart acquired a majority position in Cifra, and in February 2000 the name changed to Wal-Mart de México (WALMEX). In November 2006, Wal-Mart de México received a license from Mexico’s Finance Ministry to organize and operate a bank in the country. In November 2007, Wal-Mart bank began operations with 16 branches in five states of Mexico. In 2008, Wal-Mart de México celebrated 50 years of service to Mexican families and launched the campaign "Good News" in all business formats to contribute to the care of the economy.

In September 2005, Wal-Mart acquired a 33 1/3 percent interest in CARHCO from the Dutch retailer Royal Ahold NV. In February 2006, Wal-Mart increased its interest to 51% and the name CARHCO was changed to Wal-Mart Centroamérica. Wal-Mart Centroamérica is the region’s largest retailer, with more than 500 stores and over 30,000 associates in Guatemala, El Salvador, Honduras, Nicaragua and Costa Rica.

Wal-Mart opened its first store in the municipality of Fajardo in 1992. The first Sam’s Club opened in Bayamon in 1993. Two Sam’s Club followed in 1994. The first Wal-Mart Supercenter opened in 2001 in the Municipality of Cayey. In 2003, the company acquired Supermercados Amigo, adding one of the Island’s largest neighborhood supermarket chains to its portfolio. In 2008, the company opened two supercenters in the municipalities of Ponce and Canovanas and aunched a new format (small neighborhood supermarket pilot program) called Super Ahorros. In April 2009, a new Super Ahorros was opened in the metro area of San Juan.

ASDA can trace its roots back to two Yorkshire brothers, Peter and Fred Asquith, and a group of Yorkshire farmers who formed Hindell's Dairies in the 1920s. In 1965, Asquith and Dairies joined forces for the c of ASDA. In June 1999, ASDA was acquired by Wal-Mart Stores Inc, and in recent years, has grown to become Britain’s second largest supermarket.

Bharti Wal-Mart Private Limited is a joint venture between Bharti Enterprises, one of India's leading business groups with interests in telecom, agri-business, insurance and retail, and Wal-Mart, the world’s leading retailer, renowned for its efficiency and expertise in logistics, supply chain management and sourcing. The joint venture is establishing wholesale cash-and-carry and back-end supply chain management operations in line with Government of India guidelines. Under the agreement, Bharti and Wal-Mart hold 50:50 stake in Bharti Wal-Mart Private Limited. The first wholesale cash-and-carry facility is targeted to open in 2009.

Since the early days of our company, the ability to move product from place to place quickly and efficiently has been a key driver in Wal-Mart’s success. Today, technology, innovation and the commitment of our associates continue to drive Wal-Mart Logistics mission of providing Wal-Mart customers and Sam’s Club members an outstanding shopping experience that is not only uniquely tailored to their community, but saves them money so they can live better.

Customers around the world trust Wal-Mart to deliver the products they want at a price they can afford. As part of our commitment to helping people save money so they can live better, our company is committed to Electronic Product Codes, or EPC, as a leading edge technology that helps us improve the shopping experience for Walmart customers and Sam’s Club members.

At Wal-Mart, we listen closely to our customers and members and know they are concerned about privacy issues. That is why we are committed to being transparent about how and why we use EPC technology.

The latest news on Merchandising from WalMartFacts.com

After an extensive pilot program, Wal-Mart is launching a nationwide Site to Store SM service that offers customers an even wider variety of merchandise with the same Wal-Mart value as part of their weekly shopping routine. The service allows customers to shop and purchase products online at Walmart.com and have them shipped to a local Wal-Mart store for free. The Site to Store experience crosses nearly 100 categories with tens of thousands of additional items, creating a multi-channel shopping experience that brings added assortment, convenience and value to the Wal-Mart customer.

In February 2002, Wal-Mart Stores, Inc., created Wal-Mart Global Procurement Services to manage the company’s direct import business. Wal-Mart’s Global Procurement team, headquartered in Shenzhen China, is responsible for and adds value by providing core services in purchasing direct import product from overseas suppliers.

In 2005, the National Fish and Wildlife Foundation (NFWF) and Wal-Mart launched the Acres for America program with the goal to permanently protect one acre of important wildlife habitat in the United States for every acre of land developed by Wal-Mart.

At Wal-Mart, we know that being an efficient and profitable business and being a good steward of the environment are goals that work together. One of our environmental goals at Wal-Mart is to sell products that sustain our resources and environment, and one of the ways we hope to achieve this is by ensuring a long-term supply of reliable agricultural products produced in a sustainable way. For this reason, Wal-Mart created the Food & Agriculture Network, a coalition of buyers, suppliers, NGOs, and academics hoping to create change by evaluating how food miles, water, packaging and energy-efficiency can positively affect the agricultural supply chain.

At Walmart, we believe being a profitable and efficient business goes hand-in-hand with being a good steward of the environment. In an effort to reach Walmart’s larger goal of being supplied by 100 percent renewable energy, our Alternative Fuels Sustainable Value Network is working to incorporate renewable fuels into our retail fuel locations and for use in our fleet of trucks.

At Wal-Mart Stores, Inc. when we talk about chemicals and the environment, we are talking about ensuring the safety of the products used inside and outside your home. According to the U.S. Environmental Protection Agency, it is estimated that more children are injured every year from household chemicals than firearms. As a result, we are taking the initiative to provide products that are safer for mother, child and the environment.

On October 22, 2008 Wal-Mart Stores, Inc. took the next step in its sustainability journey by hosting an unprecedented gathering of more than 1,000 leading suppliers, Chinese officials and NGOs in Beijing, China and outlined a series of aggressive goals and expectations to build a more environmentally and socially responsible global supply chain.  These efforts and others are helping Wal-Mart follow through on commitments the company made in January about China and our mission of saving people money so they can live better. 

Wal-Mart Stores, Inc. believes that being a profitable and efficient business goes hand-in-hand with being a good steward of the environment. We believe ALL families should have access to affordable, energy-efficient, and sustainable products, like lightbulbs that reduce utility bills while protecting the environment, fruits and vegetables sourced from local farms, fresh seafood caught in a responsible way, clothes made from organic cotton, and forest and paper products that are safe for families, and are produced, packaged and delivered to our stores in an environmentally-friendly way.

On September 26 Wal-Mart president and CEO, Lee Scott, announced a bold initiative to sell only concentrated liquid laundry detergent at U.S. Wal-Mart discount stores, Supercenters, Sam’s Clubs and Neighborhood Markets as part of its commitment to sustainability and helping people to save money and live better. With approximately 25 percent of the liquid laundry detergent sold in the United States sold through Wal-Mart Stores, transitioning to only concentrated liquid laundry detergent demonstrates Wal-Mart’s unique position to drive change across an entire industry for the benefit of business, customers and the environment.

At Wal-Mart, we know that being an efficient and profitable business and being a good steward of the environment go hand-in-hand. One of our goals is to sell products that sustain and protect the environment. Our Electronics Network is working with various organizations, government agencies, suppliers and other interested companies to develop and sell environmentally friendly and energy-efficient electronics. We are also seeking solutions to the growing problem of E-waste (electronic waste) by offering recycling services to our customers.   

Wal-Mart is testing innovative technologies to help double fleet efficiency.

On Sept. 24, 2008, at the Clinton Global Initiative Annual Meeting, Wal-Mart Stores, Inc., announced that it would work to reduce its global plastic shopping bag waste by an average of 33 percent per store by 2013.

At Walmart, we know being an efficient and profitable business goes hand-in-hand with being a good steward of the environment. While we have reduced our energy intensity by sales volume, we recognize the opportunity to further reduce our environmental impact. By making changes to our own operations, we are finding ways to save money on energy and waste and working to reduce our direct carbon footprint. Additionally, we are bringing more sustainable practices into our supply chain to reduce our indirect environmental impact. Our Greenhouse Gas Sustainable Value Network is working to create business advantages from measuring, reducing and eliminating the use of fossil fuels in our stores and supply chain.

At Walmart, we know that being an efficient and profitable business and being a good steward of the environment are goals that can work together. One of our goals is to sell products that sustain and protect the environment. Our Jewelry Network is helping Walmart move toward this goal by working to ensure that our suppliers are adhering to the best environmental standards in all phases of jewelry production.

At Wal-Mart, we know that being an efficient and profitable business and being a good steward of the environment are goals that can work together. Two company-wide goals are to create zero waste and to sell environmentally friendly products.

At Wal-Mart, we know that being an efficient and profitable business and being a good steward of the environment go hand in hand. And our associates know that they have the ability to make changes in their homes and communities by integrating sustainability into their own lives. That’s why our associates have established Personal Sustainability Projects (PSPs) – goals that are part of an employee-driven program that help bring sustainability into their daily lives. PSPs can include recycling, developing healthier diets, using environmentally friendly products in their homes, or cleaning up parks and recreation areas in their communities.

Throughout 2007, Wal-Mart’s 1.3 million U.S. associates will learn about PSPs and have the opportunity to commit to their own personal sustainability goals. Associates will work together to spread sustainability efforts by educating customers and community members. Wal-Mart plans to eventually expand the effort to its international stores.

At Wal-Mart, we believe that being an efficient and profitable business goes hand-in-hand with being a good steward of the environment. One of Wal-Mart’s company-wide sustainability goals is to generate zero-net waste. By offering our customers the option to bring their groceries and purchases home in reusable bags, we are reducing the amount of plastic we use and the amount of waste that ends up in the homes of our customers.

During the past 50 years, the demand for seafood has increased five-fold. As a result, three-fourths of the world’s fisheries are being fished at or beyond sustainable limits. As the world’s largest retail seller of seafood, we know that by working to offer sustainably-harvested seafood at affordable prices, we can impact not only our customers, but the industry as a whole.

At Wal-Mart, we believe that being a profitable and efficient business goes hand-in-hand with being a good steward of the environment. In an effort to reach our goal of being supplied by 100 percent renewable energy, we are finding more ways to implement and utilize renewable energy sources in our stores, Sam’s Club locations and distribution centers.

At Wal-Mart Stores, Inc., we believe being an efficient and profitable business goes hand-in-hand with being a good steward of the environment. With more than 100,000 suppliers and more than 2 million associates working in 7,900 retail locations worldwide, we have the ability to reach and influence people around the world as we serve our customers and members more than 200 million times each week. Through an approach we call “Sustainability 360,” we are taking a holistic view of our business to develop goals that reduce our own environmental footprint and engage our suppliers, associates and customers in our sustainability efforts to achieve even greater results.

At Wal-Mart, we believe that being a profitable and efficient business goes hand-in-hand with being a good steward of the environment. Two of our company-wide environmental goals are to be supplied 100 percent by renewable energy and to create zero waste. Sustainability means being able to provide our customers with quality products today without sacrificing the ability to provide those same products a year from now, or ten years from now. It means cutting out waste in our operations and supply chain to save companies, including our own, millions of dollars every year while protecting the environment. And it means reducing the amount of natural resources we consume, as well as our overall impact on the environment.

At Wal-Mart, we know that being an efficient and profitable business and being a good steward of the environment are goals that can work together. Two company-wide goals at Wal-Mart are to be supplied 100 percent by renewable energy and to create zero waste. Our Global Logistics Network is helping Wal-Mart move toward these goals by making efficiency improvements throughout our truck fleet, distribution and return centers, private aircraft fleet and company cars. We hope to create a global logistics supply-chain that uses sustainable practices including energy-efficiency, waste reduction, renewable energy and lifecycle management.

In 2005, Wal-Mart Stores, Inc. mapped out environmental goals that would lead the company toward a sustainable future. One of these goals is to provide our customers with products that sustain our resources and protect the environment.

At Walmart we believe being an efficient and profitable business goes hand-in-hand with being a good steward of the environment. One of Walmart’s company-wide sustainability goals is to send zero waste to landfills. To move toward this goal, we focus on the three “Rs” – reduce, reuse and recycle. By keeping these three words in mind, we continue to develop new initiatives that strengthen our business and our ability to deliver on our mission to help customers save money and live better.

At Wal-Mart, we believe that being a profitable and efficient business goes hand-in-hand with being a good steward of the environment. In an effort to reach Wal-Mart’s long-term goal of being supplied by 100 percent renewable energy, we are committed to finding more ways to implement and utilize renewable energy sources in our stores, Sam’s Club locations and distribution centers. 

At Wal-Mart, we know that being an efficient and profitable business goes hand-in-hand with being a good steward of the environment. Two of our company-wide goals are to sell products that sustain and protect our resources, and to generate zero-net waste. Through the Forest and Paper Network, we aim to reduce wasted paper and packaging from products, achieve transparency of our wood supply chain, and eliminate unwanted wood from our supply chain.