10TH ANNIVERSARY

2004-2014

2014

Diversity & Inclusion

Report

DIVERSITY & INCLUSION

Walmart around the world

Table of Contents
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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, were 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, were 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.

Leadership messages
A decade of diversity and inclusion
Growth and opportunities
A diverse workforce
Associate Resource Groups
Canada
Market entry: 1994
Women
Units: 389
Global Womens Ecomonic
Empowerment
Community outreach
Global Stories
United States
Market entry: 1962
Units: 4,835
Supplier diversity
Mexico
Moving forward
Market entry: 1991
Units: 2,189
2013 U.S. EEO-1 Data

United Kingdom
Market entry: 1999
Units: 576
Japan
Market entry: 2002
Units: 438

Guatemala
Market entry: 2005
Units: 209

China
Market entry: 1996
Units: 405

El Salvador
Market entry: 2005
Units: 83

Nicaragua
Market entry: 2005
Units: 80

Costa Rica
Market entry: 2005
Units: 214

Honduras
Market entry: 2005
Units: 75

Brazil
Market entry: 1995
Units: 556
Chile
Market entry: 2009
Units: 380
Argentina
Market entry: 1995
Units: 104

OUR CULTURE

India
Market entry: 2009
Units: 20
Africa
Market entry: 2011
Units: 346

LEADERSHIP MESSAGES

A message from Doug

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.

Doug McMillon
President and CEO

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, weve 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 companys beliefs: respect for the individual, service to our customers, striving for
excellence and acting with integrity. But this isnt about words written on our walls, and it isnt a feel-good
exercise. Its about our everyday actions our individual behaviors and habits. Its 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. Theyre comfortable and free to bring their whole
selves to their jobs. Thats where creativity and innovation start, and thats how well 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.

DIVERSITY & INCLUSION

A message from Sharon

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.

Sharon Orlopp
Global Chief Diversity Officer

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

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

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, were 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.

CELEBRATING A DECADE OF DIVERSITY & INCLUSION

A decade of diversity and inclusion

of associates are women

39%

of associates are
people of color

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.

The number of corporate officers

has increased:

255%

286%

326=
448=
384=
510=
572=

57%

Today, Walmart is one

of the most diverse
employers in the U.S.

224%

163%

Women

People of
color

192%

African
Americans

Hispanics

Asians

The number of associates has

increased in our U.S. workforce:

46% 45%

48%

184=
180=
192=

In Nov. 2003, we formally established

our Office of Diversity. Today, Walmart
is celebrating a decade of focus on
diversity and inclusion efforts.

African
Americans

Hispanics

Asians

DIVERSITY & INCLUSION

Growth and opportunities

Were 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.

The number of management has increased

over the past ten years

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

108%

216=
292=

146%

Women

People
of color

Sams Club
managers:

144%

Women

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.

111%

288=
222=

Walmart store
managers:

People
of color

CELEBRATING A DECADE OF DIVERSITY & INCLUSION

Women at Walmart

Walmart women officers

double Fortune 500
Walmart

Retail

19%

186=
90=
114=

31%

171=
102=
108=

29%

Fortune 500

Board of Directors

Officers

17%

18%

15%

Source: Catalyst, Dec 10, 2013

Chile Ekono Women Store

Managers

The women store manager representation

of our Chile Ekono format has increased
since 2010:

About 3/4 of our store and club

operations management in the U.S.
started as hourly associates

50%

70%

56%

35%
2010

2011

2012

2013

DIVERSITY & INCLUSION

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

WOMEN

760,000
172,000
H I S PA N I C S

AFRICAN AMERICAN

258,000
45,000
ASIANS

CELEBRATING A DECADE OF DIVERSITY & INCLUSION

Today, among our corporate officers:

31%
are women

23%

are people of color

Among our U.S. management associates:

45%
are women

29%

are people of color

In our international markets, we

have more than 455,000 women
associates, which reflects 57% of
our workforce.
New talent chooses
Walmart
In 2013, 70 percent of new hires
in the U.S. were millennials.

DIVERSITY & INCLUSION

Associate
Resource
Groups
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 years
successes.

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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 Walmarts
commitment to employing people with
disabilities.

WRC, the Womens 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 Walmarts
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, Walmarts 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: Caf 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
Caf y Carreras team put together a playbook
to help other markets develop similar sessions
to fit their specific market needs. Caf 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, Caf y
Carreras has hosted over 200 officer sessions,
impacting over 2,000 associates.

ASSOCIATE RESOURCE GROUPS

PRIDE is Walmarts 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
Walmarts 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.

UNITY is Walmarts 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 Sams

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.

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DIVERSITY & INCLUSION

Women
Internal Womens
Organizations: Providing
opportunities for women at
Walmart
PRESIDENTS GLOBAL COUNCIL
OF WOMEN LEADERS
In 2009, Walmarts former President
and Chief Executive Officer (CEO),
Mike Duke, formed the Presidents
Global Council of Women Leaders. The
Council, currently composed of 16
senior women leaders within Walmarts
U.S. and International business
units, provides advice and counsel
on important matters pertaining to
women in the workplace. The Councils
task is to make Walmart the best place
for women to work at all levels with
the strategic framework:

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Develop, retain and advance

female leaders

Attract female talent

Promote inclusion
Invest in women externally
WOMENS RESOURCE COUNCIL
Womens Resource Council, formed in
2005, is one of the Associate Resource
Groups in Walmarts Home Office

IN-COUNTRY WOMENS
LEADERSHIP COUNCILS
Walmart Internationals business
units all have in-country Womens
Leadership Councils, led by their
country presidents. Their goal is to
advise leadership, sponsor womens
development programs and drive
the womens strategy throughout the
business.

Development Programs:
Developing the next
generation of women leaders
WOMEN IN RETAIL FIELD
DEVELOPMENT PROGRAM

created to build a sense of community

among associates that share similar
backgrounds and interests. With more
than 3,200 members, the Womens
Resource Council focuses on associate
development and retention, diversity
best practices insight, business
support, and community involvement.

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

WOMEN

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.
SAMS CLUB WOMENS
LEADERSHIP DEVELOPMENT
SERIES
The Sams Club Womens Leadership
Development Series (WLDS) was
launched in 2012 as a development
program focused on building and
retaining bench strength within
the Sams Club organization. This
targeted program, focuses on the
manager and senior manager levels,
provides development and exposure

August 2013 Participants

opportunities for the purposes of

preparing top-talent females for
possible promotional opportunities.

essential to growth and development

and leveraging peer interaction and
exposure to company leaders.

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

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DIVERSITY & INCLUSION

Global Womens
Ecomonic
Empowerment
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 Womens Economic Empowerment (WEE) initiative in
2011. Its 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 Womens 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, weve
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.

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GLOBAL WOMENS ECONOMIC EMPOWERMENT

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, weve identified our WOB suppliers for seven of our international markets and assembled
working groups to share information, best practices and progress. Were 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 womenowned 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, were 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.

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DIVERSITY & INCLUSION

Community outreach
LULACS LATINOS LIVING HEALTHY INITIATIVE
In 2013, the Walmart Foundation renewed LULACs Latinos Living Healthy
Initiative continuing LULACs legacy of promoting a healthy lifestyle at
the historical Placita Olvera and el Pueblo de Los Angeles, in Los Angeles,
California. This past years 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 LULACs
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 years 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

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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.

Walmart LULAC

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 todays 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 todays 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 Foundations 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
bedAnd 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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DIVERSITY & INCLUSION

Global stories
AFRICA
CEOs Council of Women Leaders
Since June 2012, weve 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.
ARGENTINA
Center 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

18

Canada is our first market to exceed 50 percent

of women in management roles
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.
BRAZIL
Walmart 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.

CANADA
Women in Retail
Our Women in Retail program continues to lead
Walmart in innovation, having recently won
the prestigious Journal of Diversitys 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 AMERICA
Women 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.

GLOBAL STORIES

CHILE
Champions of Diversity program

INDIA
Women in Leadership Council

U.K.
LGBT

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.

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.

Since October 2012, weve 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 interretail LGBT Network group with the co-op and
other key retailers, and were recently nominated
for Personnel Todays Award for Diversity and
Inclusion.

CHINA
Women 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,
childrens education and more. More than 5,200
female associates have taken advantage of this
opportunity over the past six years.

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
have a number of programs to encourage
female associates to pursue career development
opportunities. Weve 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.

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

1216 percent in one year

19

DIVERSITY & INCLUSION

Supplier diversity
Walmart embeds its supplier diversity program into the companys 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 worlds 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.

$10.3 billion
Direct spend with women and
people of color suppliers

$2.6 billion

Second tier spend with women

and people of color suppliers

Supporting pillars

PEOPLE: Walmarts 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.

20

$3.7 billion

Sourcing from women-owned

businesses

Moving forward
Through our diversity and inclusion efforts, Walmart now is one of the most diverse global
employers. While we are proud of the progress weve 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 worlds 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.

21

DIVERSITY & INCLUSION

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.

22

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 nonmanual through some manual work
not directly involved with altering or
transporting the products is included.

EEO-1

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.

451

Sporting Goods, Hobby, Book,

and Music Stores

452

General Merchandise Stores

453

Miscellaneous Store Retailers

454

Non-store Retailers

Service Workers: Workers in both

protective and non-protective service
occupations.

The charts compare Walmarts

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 Walmarts
business is like no other in the
world), they do give a picture of how
Walmarts commitment to workforce
diversity is being shown companywide.

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:

23

DIVERSITY & INCLUSION

Female EEO-1 Comparison

2011 EEO-1 Composite

2012 NAICS 45 Composite
Walmart 2013

24

Administrative
Support Workers

Craft Workers

Laborers
and Helpers

83.76%

36.80%

51.12%

58.98%

14.87%

36.96%

31.95%

52.25%

42.69%

Operatives

72.36%

50.17%

51.61%

53.60%

42.35%

52.35%

Technicians

Professionals

24.34%

5.11%

14.66%

7.93%

Sales Workers

46.57%

38.47%

28.42%

First/Mid-Level
Officials and
Managers

45.58%

55.03%

Executives/Senior
Level Officials and
Managers

75.52%

71.54%

69.79%

54.03%

Total

31.57%

28.73%

56.43%

59.60%

48.04%

486056 + + + 293228 + + + 384742 + + + 545252 + + + 507284

547072+ + 76+ 5546+ + 8+ 155+ + 24+ 4352+ + 32+ 3715+ + 59+ 5137
Service Workers

EEO-1

Minority EEO-1 Comparison

2011 EEO-1 Composite

2012 NAICS 45 Composite
Walmart 2013

Sales Workers

Administrative
Support Workers

Laborers
and Helpers

33.23%

40.43%

40.08%

50.07%

41.86%

46.94%

54.23%

33.68%

38.41%

Operatives

31.95%

30.76%

29.17%

Technicians

Professionals

39.81%

33.70%

31.94%

Craft Workers

27.66%

25.33%

28.06%

24.49%

20.46%

22.13%

First/Mid-Level
Officials and
Managers

28.61%

41.00%

37.47%

Executives/Senior
Level Officials and
Managers

34.81%

39.50%

39.68%

32.37%

Total

11.85%

11.74%

38.78%

38.03%

34.62%

353839 + + + 121222 + + + 202428 + + + 252829 + + + 313233

324040+ + 35+ 3741+ + 29+ 3234+ + 40+ 3834+ + 54+ 4742+ + 50+ 4040
Service Workers

25

DIVERSITY & INCLUSION

Black or African American EEO-1 Comparison

2011 EEO-1 Composite

2012 NAICS 45 Composite
Walmart 2013

Sales Workers

26

Administrative
Support Workers

Laborers
and Helpers

13.17%

20.23%

17.35%

23.05%

20.60%

19.07%

17.48%

15.05%

15.01%

Operatives

11.18%

13.29%

7.32%

Technicians

Professionals

16.71%

15.91%

12.39%

Craft Workers

5.74%

7.42%

13.29%

9.20%

6.88%

7.38%

First/Mid-Level
Officials and
Managers

8.82%

21.52%

18.57%

Executives/Senior
Level Officials and
Managers

16.46%

20.58%

18.04%

13.32%

Total

2.71%

2.90%

19.66%

16.68%

13.68%

141720 + + + 337 + + + 7913 + + + 767 + + + 131113

131821+ + 16+ 1922+ + 9+ 1216+ + 17+ 1515+ + 17+ 1921+ + 23+ 1720
Service Workers

EEO-1

Hispanic or Latino EEO-1 Comparison

2011 EEO-1 Composite

2012 NAICS 45 Composite
Walmart 2013

Sales Workers

Administrative
Support Workers

Laborers
and Helpers

11.62%

14.46%

16.19%

20.04%

17.05%

20.96%

30.89%

14.05%

17.55%

Operatives

11.58%

9.21%

3.94%

Technicians

Professionals

17.34%

12.92%

13.82%

Craft Workers

5.18%

5.27%

9.68%

8.81%

6.94%

8.24%

First/Mid-Level
Officials and
Managers

15.33%

12.92%

12.59%

Executives/Senior
Level Officials and
Managers

12.09%

12.34%

14.31%

12.65%

Total

3.85%

3.65%

12.64%

13.98%

13.35%

131413 + + + 448 + + + 7910 + + + 554 + + + 91212

131412+ + 12+ 1313+ + 15+ 1413+ + 17+ 1814+ + 31+ 2117+ + 20+ 1614
Service Workers

27

DIVERSITY & INCLUSION

Asian EEO-1 Comparison

2011 EEO-1 Composite

2012 NAICS 45 Composite
Walmart 2013

Sales Workers

28

Administrative
Support Workers

Laborers
and Helpers

5.65%

3.01%

3.67%

4.38%

1.41%

4.05%

3.75%

2.25%

3.62%

Operatives

6.81%

6.42%

15.58%

Technicians

Professionals

4.15%

1.65%

3.16%

Craft Workers

14.86%

11.07%

2.49%

4.56%

5.35%

5.86%

First/Mid-Level
Officials and
Managers

2.76%

2.81%

3.09%

Executives/Senior
Level Officials and
Managers

4.02%

3.39%

4.29%

3.81%

Total

4.33%

4.24%

3.29%

4.50%

5.64%

1197 + + + 8912 + + + 11105 + + + 223031 + + + 131411

897+ + 8+ 66+ + 6+ 63+ + 8+ 75+ + 8+ 83+ + 9+ 76
Service Workers

EEO-1

Native Hawaiian or Pacific Islander

EEO-1 Comparison

2011 EEO-1 Composite

2012 NAICS 45 Composite
Walmart 2013

Sales Workers

Administrative
Support Workers

Laborers
and Helpers

0.35%

0.44%

0.51%

0.54%

0.35%

0.49%

0.50%

0.33%

0.39%

Operatives

0.47%

0.40%

0.30%

Technicians

Professionals

0.36%

0.40%

0.45%

Craft Workers

0.27%

0.34%

0.37%

0.30%

0.24%

0.00%

First/Mid-Level
Officials and
Managers

0.29%

0.67%

0.55%

Executives/Senior
Level Officials and
Managers

0.42%

0.43%

0.47%

0.39%

Total

0.19%

0.17%

0.47%

0.46%

0.39%

899 + + + 340 + + + 567 + + + 756 + + + 897

889+ + 8+ 1113+ + 6+ 98+ + 7+ 87+ + 10+ 107+ + 11+ 109
Service Workers

29

DIVERSITY & INCLUSION

American Indian or Alaskan Native

EEO-1 Comparison

2011 EEO-1 Composite

2012 NAICS 45 Composite
Walmart 2013

Sales Workers

30

Administrative
Support Workers

Laborers
and Helpers

0.91%

0.94%

0.75%

0.60%

0.83%

0.73%

0.60%

0.91%

0.71%

Operatives

0.72%

0.55%

0.74%

Technicians

Professionals

0.67%

1.10%

0.81%

Craft Workers

0.35%

0.38%

0.93%

0.56%

0.38%

0.22%

First/Mid-Level
Officials and
Managers

0.82%

1.14%

0.94%

Executives/Senior
Level Officials and
Managers

0.58%

1.02%

0.80%

0.61%

Total

0.22%

0.28%

1.02%

0.77%

0.55%

111520 + + + 644 + + + 81119 + + + 8715 + + + 111418

121220+ + 12+ 1923+ + 16+ 1622+ + 13+ 1418+ + 12+ 1517+ + 12+ 1519
Service Workers

EEO-1

Two Or More Races

EEO-1 Comparison

2011 EEO-1 Composite

2012 NAICS 45 Composite
Walmart 2013

Sales Workers

Administrative
Support Workers

Laborers
and Helpers

1.53%

1.35%

1.61%

1.47%

1.63%

1.63%

1.01%

1.10%

1.13%

Operatives

1.19%

0.89%

1.29%

Technicians

Professionals

0.59%

1.72%

1.30%

Craft Workers

1.27%

0.85%

1.30%

1.05%

0.66%

0.43%

First/Mid-Level
Officials and
Managers

0.59%

1.95%

1.73%

Executives/Senior
Level Officials and
Managers

1.25%

1.74%

1.77%

1.59%

Total

0.56%

0.50%

1.70%

1.63%

1.03%

101617 + + + 564 + + + 71113 + + + 91313 + + + 91215

161817+ + 13+ 1720+ + 6+ 1317+ + 6+ 1111+ + 10+ 1616+ + 15+ 1614
Service Workers

31

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