Sustainability

The power of working together

People expect big things from Walmart. And while we recognize our responsibility and opportunity to lead, we also recognize one important idea: What Walmart can do alone is significant, but what we can do together is even better.

With environmental sustainability in particular, this concept is key, and it’s been central to how we’ve approached our work from the beginning. We work with our suppliers, we listen to our customers, we learn from our associates and we engage with leaders. Significantly, we also collaborate with nongovernmental organization (NGOs) and nonprofit organizations on a number of issues.

NGOs provide guidance and expertise – and they hold us accountable. These organizations have pushed us to make bold commitments and helped us deliver on them.

I have worked at the intersection between business and the environment for the past 15 years, most recently at World Wildlife Fund (WWF). It is through this experience that I understand the value that NGOs can bring to bear on some of the world’s most pressing challenges. A core part of my role is to build strategic alliances and establish public-private partnerships that can deliver value and global impact at scale. Fortunately, Walmart has long standing relationships with many of the leading NGOs who can help us do just that.

At our Global Sustainability Milestone Meeting last month, Peter Seligmann, Chairman and CEO of Conservation International (CI), talked about his experiences with Walmart when we first began our sustainability journey 10 years ago. And CI is one of many NGOs with whom we’ve cultivated a close working relationship.

For example, we were the first corporation to work with CDP (formerly the Carbon Disclosure Project) to establish an emissions strategy for our entire supply chain – which encompasses more than 100,000 suppliers across a diversity of sectors around the world. This partnership comprises an integral part of our goal to eliminate 20 million metric tons of greenhouse gas emissions from our global supply chain by the end of 2015. Together, we are working with suppliers who provide us all types of products – from toothpaste to lawn mowers and video games – to measure, manage, reduce and report their impact on climate change.

We’ve also spent seven years working closely with Environmental Defense Fund (EDF) to drive environmentally sustainable practices throughout our supply chain and set new priorities for collaboration, such as sustainable chemistry. In particular, EDF and Walmart are focusing on a global strategy for improving food production and processing in order to mitigate climate impacts and enhance water quality and water efficiency. Most recently, we’ve been addressing fertilizer use. With groceries accounting for half of our sales at Walmart U.S., it’s no wonder that agriculture is a massive opportunity in the area of sustainability. In fact, fertilizer use is responsible for nearly half of Walmart’s carbon footprint in our supply chain. Together with EDF, we are targeting 15 million acres of farmland – comprising 30 percent of food and beverage sales in North America – for optimizing fertilizer practices, which could ultimately avoid 7 million metric tons of greenhouse gas emissions as well as improve waterways and soil health.

So, how do we form these relationships? It happens both formally and informally. For instance, we have established a working group who meets every other month, which includes several leading NGOs, such as CDP, CI, EDF, World Resources Institute and WWF. We also develop annual operating plans to define how we are engaging across areas of mutual interest and to scope out emerging opportunities for collaboration.

No matter how these relationships take shape, we rely on our partners to share their knowledge, expertise and perspectives with us, and we’re very excited about the progress they have helped us make. But we, as a company, certainly don’t have all the answers – and we alone can’t make the social and environmental changes that will help ensure a sustainable future for our business and for the planet. To really drive change at scale across the retail industry, multiple entities must pull in the same direction and work together in ways that we haven’t done in the past.

As we at Walmart continue to pursue our big goals, we will also work toward strengthening our relationships with the NGO community. Together, we will keep exploring ways our company can uniquely make a difference – but more importantly, how we can be one of many contributors toward a more sustainable shared future.

 

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Innovation

Walmart, Google Partner to Make Shopping Even Easier – Here’s How

Most of us – myself included – lead busy lives.

Running around, going to work, picking kids up from school, making dinner and, between all of that, there’s shopping to do. Because of this, I believe our job at Walmart isn't only about saving our customers money, but also about making shopping faster and easier.

Today, we’re announcing an exciting partnership with Google to do just that. Starting in late September, we’ll be working with Google to offer hundreds of thousands of items for voice shopping via Google Assistant – the largest number of items currently offered by a retailer through the platform.

One of the primary use cases for voice shopping will be the ability to build a basket of previously purchased everyday essentials. That’s why we decided to deeply integrate our Easy Reorder feature into Google Express. This will enable us to deliver highly personalized shopping recommendations based on customers’ previous purchases, including those made in Walmart stores and on Walmart.com. To take advantage of this personalization, customers only need to link their Walmart account to Google Express.

And, this is just the beginning. Next year, we will also leverage our 4,700 U.S. stores and our fulfillment network to create customer experiences that don’t currently exist within voice shopping anywhere else, including choosing to pick up an order in store (often for a discount) or using voice shopping to purchase fresh groceries across the country.

When it comes to voice shopping, we want to make it as easy as possible for our customers. That’s why it makes sense for us to team up with Google. They’ve made significant investments in natural language processing and artificial intelligence to deliver a powerful voice shopping experience. We know this means being compared side-by-side with other retailers, and we think that’s the way it should be. An open and transparent shopping universe is good for customers.

Our new voice shopping capability, coupled with our core value proposition, including free two-day shipping and the Pickup Discount, will give our customers a compelling new way to get what they need at low prices. We will continue to focus on creating new opportunities to simplify people’s lives and help them shop in ways they’ve not yet imagined.

Find downloadable assets and more information in our Newsroom.

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Sustainability

One Company is Helping Keep Walmart and Our Communities in the ‘Green’

Glenn H. Garrett set a standard for protecting community waterways long before “going green” became a common refrain.

In 1996, after witnessing the damage left behind by hurricanes earlier that year, the disabled Marine Corps veteran launched his own business, Retention Pond Services, in his hometown of Wilmington, N.C.

The storms had destroyed the basins that hold stormwater and they were overflowing. Glenn decided to do something about it. Luckily, four years in the Marine Corps – from 1980 to 1984 – prepared him for the hard work ahead.

“It’s not glamorous, not high tech. It’s done with good, old-fashioned manpower,” he said of his business.

Glenn developed a relationship with Walmart in 2002 when a store in Wilmington had a runoff issue in the parking lot. Walmart’s construction division called the state’s stormwater regulators and asked for a recommendation on whom to hire for help. Retention Pond Services was their answer.

When the same issue happened again, this time at another store, Walmart decided to expand the maintenance procedures developed with Glenn’s company. From there, it went nationwide.

Retention Pond Services now repairs, maintains and services stormwater systems for 1,200 Walmart stores and Sam’s Clubs across the U.S. The goal is to help Walmart meet rules and regulations set by the Environmental Protection Agency and reduce the risk of water pollution.

“I remember my first meeting with Walmart [representatives], and they started talking about being ‘green’. I had never heard anyone talk about green – being environmentally conscious,” he said, adding that the retailer encourages suppliers to be responsible by leading by example.

He didn’t realize it at the time, but Glenn and his company would play a major role in bringing that to fruition. He said Walmart has become a standard bearer of stormwater maintenance for big-box retailers throughout the U.S.

Retention Pond Services began with 16 employees. Fast-forward 20 years and it now employs as many as 250 workers each year, including Glenn and three other senior leaders, with clients ranging from retailers to municipalities. The number fluctuates with the seasons, but one thing remains constant – there are always military veterans like Glenn on staff. Several veterans started in junior positions and moved up through the ranks.

The business was hiring veterans before Walmart introduced its Veterans Welcome Home Commitment in 2013, but Glenn said the initiative is a great encouragement for suppliers and veterans alike. “It goes back to [Walmart] recognizing our service and appreciating what we’ve done,” he said. As a veteran himself, Glenn knows that the skills and can-do attitude learned in the military easily transfer over to civilian jobs. Glenn takes pride in his team – “I’m only as good as my worst employee” – and in protecting the environment. Much of that pride stems from his childhood in Chesapeake Bay, Maryland.

“My grandfather used to tell me how great fishing was – about catching massive fish. When I was growing up, there were no fish. The bay was essentially dead, killed by pollution and runoff.”

In the 1970s, Maryland got involved in a save-the-bay campaign, and the federal government’s Water Quality Act followed in 1987. Those actions helped return fishing in the bay to its former glory.

Caring for the environment comes at a cost, whether it be time or money, but the results are well worth it. As U.S. businesses continue to grow, Glenn and his team are ready to step in and protect our communities.

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U.S. Manufacturing

The Backyard Invention That Held on Through it All

When I was a kid, I saw a museum exhibit on Thomas Edison’s workshop. For some reason, I felt an immediate connection to this American inventor.

I’m a mechanical engineer by trade, but I also spend most of my free time tinkering and designing in my garage. Ever since that day at the museum, I’ve been inspired to recreate what I saw there – imagination, innovation and ingenuity – in my own work.

Most of my best ideas come to me when I run into a problem and can’t stop thinking about it until I create a solution. One-Ties are a reusable rubber zip-tie I invented after I was doing some painting on the house and my power painter cord came unplugged so many times I must have gone up and down the ladder every five minutes to plug it back in. I thought to myself, “there’s got to be a solution for this.” It turns out there was – and it was a solution for a bazillion other things, too.

When my business partners Erik Chmelar, Jason DeYoung and I decided to get serious about selling One-Ties to the public, I was adamant from the very beginning about manufacturing our product in the U.S. Anything else was a deal breaker. I’m what you might call a patriotic person. I believe the greatness of our country lies in the potential of the great people who live here. If we were going to be creating jobs in making this idea come to life, I wanted to share that opportunity with other Americans. That’s why today, One-Ties are manufactured in Elroy, Wisconsin.

If I could give one piece of advice to other entrepreneurs, I would share the famous words of Winston Churchill: “Never, never, never give up.” I first invented One-Ties to use around my own house. I never imagined they would be sold at the world’s biggest retailer.

I feel truly blessed, and to have my invention recognized at Walmart’s Open Call this past June was an amazing reward I never expected. Prior to Open Call, we began thinking about licensing our concept to Tailor Made Products, the company we charged with manufacturing it from the beginning. After Open Call, we did just that. They’re a company that has been making products for sale at Walmart for 20 years, so giving them this opportunity was a move that made sense for all of us.

Creating something other people love to use is the best part of being an innovator, and I’ll never stop.

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Innovation

Your Delivery Has Arrived…With All Your Walmart Goodies

Your daily grind starts at 6 a.m. with a mad dash around the house as you ready the family for work and school.

Showers are taken, cereal is poured, and three different lunches, each one accounting for allergies and pickiness, are lovingly prepared and packed.

Meeting after meeting followed by countless conference calls dominate the day. When it’s all over, it’s time to arrange rides for the kids – sports, band practice and drama club are tonight. Anxiety sets in…what in the world are we going to have for dinner? Are there even groceries in the house?

As you prepare for another chaotic day tomorrow, I hope you’ll feel confident knowing that we’re all about finding new ways for you to check “grocery shopping” off your list a little faster – including making home delivery an option.

Last year, we began testing grocery delivery through crowd-sourced services like Uber. Here’s what we’ve learned: customers like you love the convenience of a delivery option.

So, we’re expanding our grocery delivery pilot to two more markets – Orlando and Dallas.

Here’s how it works:

  • To order, customers shop online or through a mobile browser at Walmart.com/grocery to build an online basket and place an order, selecting the most convenient time for the order to be delivered.
  • That’s when our personal shoppers get to work. Based on the delivery time, they’ll begin picking items, scanning them as they go to ensure an accurate and complete order.
  • Then, our team will request an Uber delivery partner to come to the store, pick up the customer’s order, and take it directly to the customer’s location.

We’ve been testing delivery in a number of ways for a while now in key markets across the country. In some areas, we’re trying general merchandise deliveries led by associates. In others, we’re testing grocery delivery using Walmart trucks and drivers. We’re working hard to find a way to get you fresh, quality groceries all while keeping a little more time on your calendar.

Tomorrow is going to look a lot like today - lots to do and not enough time to get it done. But hopefully, this expanded offering, and more like it, will speed up the shopping experience and give you back something just as precious as money – time.

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