Our U.S. trucks log millions of miles every year, delivering products to our more than 4,800 locations across the country. So when it comes to sustainability and fleet efficiency, the goal is simple: deliver more while driving fewer miles. This goal is the driving principle behind our commitment to double fleet efficiency by 2015 (compared to 2005). We’re already 80% of the way there. Since 2007, we’ve delivered 658 million more cases while driving 298 million fewer miles.
But the key to continued improvement is through technology. We need to use the most efficient equipment available – and we need to pursue and test the technologies of tomorrow. That’s why we’ve been working with our suppliers to pilot new and emerging technologies for about 20 years. These tests have included a number of prototypes: hybrid assist, wheel-end hybrid assist, full propulsion hybrid, natural gas (LNG and CNG) and waste grease.
In Canada, our Supercube trailer pilot has just entered its second test phase after proving that it can ship up to 40% more merchandise than conventional tractor-trailer combinations, reducing costs by 24% and greenhouse gas emissions by 14%.
The latest example of this is our new Walmart Advanced Vehicle Experience concept truck, which is the result of collaboration between many vendor partners, including Peterbilt, Great Dane Trailers and Capstone Turbine. The truck combines aerodynamic, mictroturbine-hybrid powertrain, electrification, and advanced control systems all in one vehicle.
Like the concept cars you see at auto shows, this prototype will evolve before it’s ready for the road. But it’s exciting to think about how any one of the new features might become an industry standard in the future. The important thing is that we find incremental improvements while also challenging ourselves to look at fleet efficiency in new and different ways.
It’s hard to prepare yourself to visit a community that’s been affected by disaster.
The week after Hurricane Harvey hit, I visited the Houston area to help Feeding America member organization, Houston Food Bank, with relief efforts. Despite learning as much as possible about the hurricane’s impact before I left, I was still shocked by what I saw – the good and bad alike.
Driving around the neighborhoods, I saw entire contents of people’s homes piled curbside. It had all been ruined in the flooding and needed to be discarded. I met several people who told me through tears that they’d lost everything – including Rosalba, a mother who, along with her five children, rode out the storm in a pickup truck, praying for safety as the water rose. The house she had been renting was no longer livable. With nowhere to go, Rosalba and her family had been sleeping in that same truck, parked on the front lawn of what remains of their home. Her landlord said the home would take six to nine months to renovate, so Rosalba was desperately trying to find a place for her family to live in the meantime.
I met Rosalba at a local food pantry that was distributing supplies and food to hundreds of people impacted by Harvey. She and her daughter were there to pick up ready-to-eat meals and toiletries to help them get by. They were extremely grateful for the support in this unexpected time of need.
When I visited The Houston Food Bank, it was overflowing with donations and volunteers. There were boxes upon boxes of donated supplies waiting to be delivered. I was there only five days after the food bank re-opened, and already, more than 5,000 people had been through its doors to volunteer. The community – and country – is truly banding together to help people rebuild.
Feeding America’s network of food banks reaches every county in every corner of our nation—making us uniquely prepared to respond in the event of a disaster. Within hours we are able to quickly deploy trucks and other solutions to help in communities where we already operate. From preparing for disasters before they hit, to responding during the disaster, to supporting families and communities through recovery, we offer food and hope for families as they seek to return to normalcy.
Food banks in Texas have provided essential supplies to people in need, including water, boxes of food and personal hygiene and cleaning items. They’ve also provided support to transitional shelters. Food banks farther away have helped, too, by pitching in to offer product, vehicles and other assistance as needed.
For me, it was humbling to be in Houston – meeting storm survivors and volunteers and seeing firsthand how much of a difference the Feeding America network was really making in people’s lives. It reminded me why I am passionate about the work that we do.
Walmart and the Walmart Foundation have been instrumental in relief efforts. Their commitment of over $37 million for hurricane response over the past few months includes specific contributions to Feeding America and its member food banks to help those affected by Hurricanes Harvey, Irma and Maria. With this support, we’ll be able to help even more food and supplies get to communities in need.
Even with this outpouring of support, there’s still so much more to be done. For thousands of families like Rosalba’s, it will take time to recover. But I’m hopeful that with continued support, everyone who has been impacted will be able to get back on their feet a little sooner.
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.
Family traditions can tell us so much about where we come from, and play a big part in who we become and what we bring to the world. I come from a family of winemakers.
My grandparents, Dominic and Michele Sergi, both emigrated from Italy at the age of 14, bringing the tradition of winemaking with them to Lowellville, Ohio. My grandfather started out by buying California grapes from railcars just outside of Youngstown, Ohio, which he used to make wine to share with his friends and family. My father, Frank Sergi, learned the craft from him. Frank and my mother, Ruth, opened a winery and bistro in Youngstown called L’uva Bella (“the beautiful grape” in Italian), and it still successfully serves the community today.
For me, I wanted to create something of my own that would bring people together the same way my family’s winery does. I spent four years at Cornell University learning enology and viticulture, the study of winemaking and grape-growing, and working with our team at L’uva Bella. With a passion for the industry and a technical expertise, I created my own wine label, RedHead Wine. I’ve been very fortunate that I got it right and consumers enjoy its unique blend.
After months of selling it at local stores and regional outlets, I learned first-hand how rewarding sharing something you’ve made yourself can be. I knew I wanted to do more of it. When I heard about Walmart’s U.S. Manufacturing Open Call event, it seemed like the perfect opportunity to put our product on more shelves and on the tables of more people – something that Walmart’s size could help me accomplish.
In June, I presented my RedHead Red Blend to their buyer and was approved to test it in all 150-plus stores in Ohio. As of today, it’s available in 30 stores throughout Ohio and we expect to expand into Michigan stores in early 2018.
As a result, we are expecting additional growth at L’uva Bella winery, with the potential to increase production by almost four times and create new jobs for us in Youngstown.
I’m so grateful this new opportunity allows me to leverage my passion for wine and share our RedHead brand products with even more people. It’s personally fulfilling and rewarding to make a product that contributes to the celebration some of life’s happiest moments and often plays a part in bringing people together.
Growing my business and extending the legacy of my family’s artisan craft is a journey that has opened many doors for me, and I truly can’t wait to see what happens next.
Since Hurricane Maria hit Puerto Rico on Sept. 20, one of the biggest obstacles to any relief effort has been difficulty landing aircraft on the island.
Puerto Rico’s international airports were closed in anticipation of the storm, and in the immediate wake of Maria, commercial airlines were unable to gain clearance for flights to deliver supplies. Yet, the need for emergency and medical supplies for the island’s people and communities remained high. That’s why Dan Williams, Walmart’s vice president of aviation, made the choice to use private company planes to carry critical supplies to the island.
To date, Walmart aviation has made four flights to Puerto Rico, carrying a variety of supplies and enough insulin to save 3,300 lives. In the video below, Dan talks about the island’s needs as his crew prepares for the third flight.
Dan and his pilots also carried paychecks for some of Puerto Rico’s 15,000 Walmart associates, many of whom were unable to electronically access them because communication systems were down.
While these flights have helped take care of some immediate needs, there’s much more left to be done. Jimmy Fallon of “The Tonight Show” announced on Monday night a collaboration with Walmart to donate $1 million to Puerto Rico relief through Feeding America and the Puerto Rico Food Bank. Throughout October, Walmart will also donate $2 to the Puerto Rico Relief Fund for every $1 donated, up to an additional $1 million. You can give here or through the Walmart app on your mobile device.
Jimmy announces The Tonight Show's partnership with Walmart to donate $1 million to Puerto Rico relief through Feeding America and the Puerto Rico Food Bank. And for the rest of October, Walmart will be donating an additional $2 (up to $1 Million) for every $1 that YOU donate to the Walmart Puerto Rico Relief Fund! Here’s more on how to help: