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“THE CULTURE AND HUMANITYOF OUR ASSOCIATESMAKE US SPECIAL.”–Doug McMillon, President and CEO, Wal-Mart Stores, Inc.2 0 1 6 C U LT U R E , D I V E R S I T Y & I N C LU S I O N R E P O R T
WALMART AROUND THE WORLDCanadaMarket entry: 1994Units: 405As of May 31, 2016United StatesMarket entry: 1962Units: 4,612United KingdomMarket entry: 1999Units: 625JapanMarket entry: 2002Units: 343MexicoMarket entry: 1991Units: 2,366ChinaMarket entry: 1996Units: 428GuatemalaMarket entry: 2005Units: 217NicaraguaMarket entry: 2005Units: 89El SalvadorMarket entry: 2005Units: 88HondurasMarket entry: 2005Units: 82Costa RicaMarket entry: 2005Units: 227BrazilMarket entry: 1995Units: 499ChileMarket entry: 2009Units: 361IndiaMarket entry: 2009Units: 21AfricaMarket entry: 2011Units: 373ArgentinaMarket entry: 1995Units: 108TABLE OF CONTENTS1 Leadership Messages5 Culture6 Opportunity12 Inclusive Environment22 Community30 Global33 2015 U.S. EEO-1 Data
Doug McMillon,President and CEO,Wal-Mart Stores, Inc.As the world becomes more digital and technologycontinues to drive change across industries, webelieve it will be our people and our culture thatwill enable Walmart to be successful. It will beour humanity that differentiates us and makes usspecial. That’s one reason diversity and inclusionare so important to us. We must have the mosttalented people and create an environment whereeach and every one of us can thrive and do ourbest work.Our 2.3 million associates reflect our diversecustomer base, which makes us a better company.Our 2.7 billion investment over two years in ourpeople – in education and training, wages andhours – will ensure even more of our associateshave clear pathways to grow and advance.We want our associates to grow and seize theopportunity to take on more responsibility. Adiverse leadership team, as well as a diverse board,is a priority for us, and the best place to find strongleaders for our management team is from withinour company.OUR HUMANITYMAKES US SPECIALJust recently we launched our President’s InclusionCouncil. This council comprises global leaderswho will work with me to make sure that Walmartattracts, retains and develops the best talent andthat our associates feel valued and respected. Weare fully committed to having a workplace that isinclusive of all people.As you read through this Culture, Diversity &Inclusion Report, you’ll see stories about associatesand programs that are helping us advance ourvision of “Everyone Included.” Here are a few wayseach of our associates can play a part in makingthis vision a reality: Commit to modeling Respect for theIndividual. Listening to each other, helpingeach other succeed and forming strong teamsare vital for our success. Bring your whole self to work. We will be astronger company when all of our associates1bring their unique ideas and perspectives totheir jobs so they can contribute at their best. Seek out different perspectives. Whetheryou’re forming a team or brainstorming a newway to do something, ensure you are engaginga variety of associates. Diverse perspectivesoften lead to the best ideas.Thank you to our associates, non-governmentalorganization (NGO) partners, community leadersand other stakeholders who have worked togetherto help us build a more inclusive company. Let’scontinue our efforts to make Walmart and thecommunities we serve even better.
OUR PEOPLEMAKE THE DIFFERENCESince I joined the company in August 2015, I’vebeen fortunate to meet many of our talentedassociates from all over the world. As I talk withthem, regardless of where I am, there’s one word Ikeep hearing – opportunity.The opportunity at Walmart is real. A job atWalmart uniquely offers the chance to developnew skills and work hard so you can climb to alarge number of higher paying positions, gaingreater responsibility and create a career, all whilebetter serving our customers. And we do this bycreating a culture where everyone is included.Walmart’s strengths go beyond our everyday lowprices. Our greatest advantage is our people, andwe need the best people to work at Walmart tokeep delivering the value our customers havecome to expect from us.I’m proud of the progress we’ve made this pastyear in creating opportunities for our associates.We have promoted more than 200,000 associatesto jobs with more responsibility and higher pay,and more than 75 percent of our U.S. salaried storeand club managers started as hourly associates.Reaching this level of success takes a tailoredpeople strategy that connects our people to ourbusiness so we can achieve excellence together.We want to be the most inclusive company,because we know an inclusive culture creates ahigh performance culture full of empowered retailentrepreneurs, supply chain wizards, data gurusand fearless inventors who solve big challenges ininnovative ways.It’s an ambitious task, but we’re up to thechallenge. I might still be new to Walmart, but inmy short tenure I have already come to appreciatehow much we value excellence for our companyand associates. Setting the bar high is in ourDNA. To quote Sam Walton, “High expectationsare the key to everything.” With this continueddetermination, we will retain and develop our owntalent while attracting new associates with theglobal mindset and digital acumen that’s essentialfor success in 21st century retail.Exciting career opportunities are ahead for somany Walmart associates - those with us now andthose we are attracting. Walmart is a place wherenew opportunities are constantly available, andour emphasis on diversity and inclusion helps2Jacqui Canney,Executive VicePresident, GlobalPeople Divisionguarantee those opportunities can be accessed byeveryone. At Walmart you can get a professionalstart, learn and develop new skills, move up andmake a difference. It’s a place to create outcomeswe can all be proud of.
STARTING ACDI MOVEMENTBen Hasan,Chief Culture,Diversity & Inclusion OfficerI took my job as Chief Culture, Diversity & InclusionOfficer about a year ago with one primary goalin mind – to start a movement. So you mightbe asking “what kind of movement?” We needto engage and inspire every associate aroundthe world to create a culture where everyone isincluded – that’s the vision for Culture, Diversity &Inclusion (CDI) at Walmart.Our culture is our values in action – it’s how welive out Service to the Customer, Respect for theIndividual, Strive for Excellence and Act withIntegrity through our everyday behaviors. If we dothat effectively, then we’ll have an inclusive culture.from entry level to our senior executives. We neednext generation metrics to help us measure howwe’re doing on key performance indicators for CDIaround associate representation, engagement,promotion and retention.Diversity is in the middle of CDI because diversityis central to an inclusive culture. Diversity is themix – a workforce with unique styles, experiences,identities, ideas and opinions. Inclusion is howwe make that mix work together by valuing,supporting and championing our uniqueness inorder to empower associates to reach their fullpotential. We can have diversity – generational,gender, style, people of color, LGBT, people withdisabilities, and diversity of thought – but if wedon’t have inclusion, we’ll be left with a leakybucket of diverse associates leaving as fast as theyarrive.We’re working on all of these things, and we’reworking on them because CDI is a lever to helpus reach our business objectives. Our primaryobjective as a business is to run good stores andclubs with the right merchandise assortment thatoffer a clean, fast and friendly experience. When Ihear “friendly,” I hear “inclusive”.That’s why we need to embed CDI into every facetof the associate lifecycle – recruit, hire, develop,promote and retire. It needs to be an integral partof every leadership development curriculum weoffer, regardless of your position in the company –Our next objective is to build a great eCommerceand mobile platform with the right logistics,assortment and price. The third objective is toput the physical and digital together in a uniqueway that delights and surprises our customers byleveraging our assets in a way only Walmart can.The fourth and fifth objectives are people andpeople. We need benefits, wages, opportunitiesand processes that attract and retain people whocare about serving customers. We then need to3engage, inspire and invest in them so they’ll behigh performers who bring their best, authenticselves to work every day. Our leaders support thisby listening, leading by example and creating aninclusive environment where all of our associatesfeel welcomed and valued.That’s the mission of CDI – tocreate an inclusive culturewhere all associates worktogether to deliver our sharedpurpose of saving peoplemoney so they can live better.CDI is a movement that requires all of us to standstrong on the values that made this company greatwhile evolving to remain continually relevant andsuccessful.I hope you’ll join me in the CDI movement.
WHEN EVERYONE IS INCLUDEDEVERYONE WINSAt Walmart, we believe we are best equipped to help our associates, customers and the communities weserve live better when we really know them. That means understanding, respecting and valuing diversity– unique styles, experiences, identities, ideas and opinions – while being inclusive of all people.A truly inclusive workplace culture is one where every associate feels empowered to bring their authenticself to work every day. These engaged associates are happier, and they perform at their best. As a result,they provide better service to our customers and members by creating a clean, fast and friendly shoppingexperience. When we get it right, the customers come back. That’s inclusion.CDI is a part of Walmart’s DNA; it’s how we do business to grow our business, and save our customersmoney so they can live better. By fostering a workplace culture where everyone is – and feels – included,everyone wins.KEY DEFINITIONSCultureOur values in action (Customer, Respect,Excellence and Integrity)DiversityA workforce or community with unique styles,experiences, identities, ideas and opinionsInclusionValuing, supporting and championing uniquestyles, experiences, identities, ideas and opinionsto empower associates to reach their fullpotentialOUR VISIONOUR MISSIONOBJECTIVESEveryone Included. By fostering a workplaceculture where everyone is – and feels – included,everyone wins. Associates are happier, perform attheir best, and in turn, provide better service to ourcustomers and members.The Global Office of Culture, Diversity &Inclusion’s mission is to create an inclusiveculture where all associates are engagedto deliver on our purpose – every day. AtWalmart, we strive to create an atmospherewhere associates feel welcome, comfortableand safe to bring their authentic selves towork. Embed culture, diversity and inclusion intothe associate lifecycle4 Use data to measure our progress Refresh our culture with our values4
4C U LT U R EOUR VALUES AND BEHAVIORSCulture is the foundation of everything we do at Walmart – the launch point for delivering on our Culture,Diversity & Inclusion (CDI) vision of Everyone Included. At Walmart, we define culture as our values in action.It’s how we deliver superior customer service, create a great front-line work environment and improveperformance in order to achieve our common purpose of saving people money so they can live better. TheWalmart Culture is one of high performance, and it is how we live out our Values of Service to the Customer,Respect for the Individual, Strive for Excellence and Act with Integrity through our everyday behaviors.Each of our four Values has a set of three corresponding Behaviors that, when practiced daily by everyassociate, can help us deliver business results and create a culture of inclusion.SERVICE TOTHE CUSTOMERRESPECT FORTHE INDIVIDUALSTRIVE FOREXCELLENCEACT WITHINTEGRITY Customer Firstlisten to, anticipate and servecustomer wants and needs Listenbe visible and available;collaborate with others and beopen to feedback High Performanceset and achieve aggressive goals Honesttell the truth, keep yourpromises and be trustworthy Frontline Focusedsupport and empowerassociates to serve customersevery day Innovative and agilebe creative, take smart risks andmove with speed Lead by examplebe humble, teach and trustothers to do their jobs; givehonest and direct feedback Inclusiveseek and embrace differences inpeople, ideas and experiences5 Accountabletake ownership, celebratesuccesses and be responsible forresults Fairdo right by others; be open andtransparent Strategicmake clear choices, anticipatechanging conditions and planfor the future Courageousspeak up, ask for help, maketough calls and say “no” whenappropriate
OPPORTUNITYDIVERSITY IN THE WALMART U.S. WORKFORCEBuilding a diverse workforce that reflects our customer base and strengthening the diverse talent bench at all levelsDIVERSITYSTATISTICS FOR TOTALUS WORKFORCEPEOPLE OF COLOR AT WO R KFO R C E , M A NA G E M E NT, O F F I C E R LE VE LS42%of associatesare people ofcolorWOMENof associatesare women21%Black or AfricanAmerican43%of managersare women31%of officers arewomen2%Two orMore races1%American Indian orAlaskan Native14%Hispanic orLatino4%1%AsianNative Hawaiian orOther Pacific IslanderH O U R L Y & M A NA G E M E NTDiversity Statistics forHourly Promotions43%of managersare people ofcolor22%of officers arepeople ofcolorA T WO R KFO R C E , M A NA G EM E N T , O F F I C E R LE VE LS56%PROMOTIONS:31%(PEOPLE OF COLOR)Gender Statistics forHourly Promotions56%430 570 560 440 People of ColorWomenDiversity Statistics forManagement Promotions34%Gender Statistics forManagement Promotions46%340 660 430 570 People of ColorWomen6Data for period ending Jan. 31, 2016
O pportunit yFLUENT IN DETERMINATION,I MASTERED BOTH ENGLISH AND A CAREERBy: Bolortsetseg “Bogey” Say – Store Manager, Store #725Thirteen years ago, I wanted to work, but I wasafraid to fill out a job application. If I got a call foran interview, I’d risk exposing a major hurdle: Ididn’t speak English.At the encouragement of my husband, I appliedanyway at our local Walmart store in Miami. And tomy surprise, it all worked out, because what I wasable to communicate – determination – pulled methrough.Growing up in Mongolia gave me plenty ofexperience being the manager of my household,as I shopped and cared for my younger sister andbrother while my parents worked nearly 24 hoursa day. But I wanted something more for myself andthem, so I started a retail store in my home countryto help out. A few years in, I met my husband, anAmerican who was in Mongolia teaching English.We married and moved to the United States, wheredifferent social norms gave me the inspiration torun with a new dream: having a career that allowsme to be independent and also provide enoughfor my children.Starting at Walmart at entry level, I set a goal formyself to be promoted every two years. And thathas actually happened. More than a decade later,I have worked my way up to the position of storemanager, leading a Supercenter in Haines City, Fla.How did I do it? Aside from personal grit, I mademy first steps forward with Walmart’s trainingprogram for new hires. Next, I talked to as manypeople as I could – having regular conversationswith other associates helped me learn Englishpretty quickly. Later, having the support ofmentors – like my market manager who saw thatI had high expectations for myself – kept memoving further and further.In the back of my mind, the stark separation ofroles between women and men in Mongolia didimpact my self-esteem a little bit. Even though myhard work was paying off at my job, I still fearedthings like public speaking, thinking others wouldmake fun of my accent. But last year, I participatedin another Walmart training program calledChampions for Development, where we coveredwomen and confidence. I sat in the back, quiet, asevery woman in my group got up and spoke aboutthemselves. I thought to myself, if they can do it,why not me? And I made a personal commitmentto no longer be afraid.In March 2015, that pledge became very real as Iaddressed a full auditorium at Walmart’s corporateoffice for International Women’s Day. My messagewas my story, which was this: If I can accomplish allof this in 13 years without knowing English at thestart, then anyone can do it.7The language I knew all along, perseverance, haspaid off, and now I’m speaking and teaching itconfidently to nearly 380 associates in my homestore.This story originally appeared on our Walmart Today blog –to read more stories like this, check out the blog atwww.corporate.walmart.com and follow @WalmartTodayon Twitter.
O pportunit yDEVELOPMENTA job at Walmart is more than just a paycheck. Itprovides access to a ladder of opportunity, as aplace where people can earn while they learn onthe job.Providing career opportunity forour associatesWalmart provides career opportunities to 2.3million people around the world, from productbuyers to web designers and from truck driversto sales associates. Walmart is an employer ofchoice where anyone can start in an entry-levelposition and build a career – just ask the 75percent of our U.S. store management teams whobegan as hourly associates, or Doug McMillon, ourCEO, who started in a Walmart warehouse. Theunwavering commitment to culture, diversity andinclusion ensure that our associates at all levelshave the access to those opportunities to improvetheir skills and advance to positions of greaterresponsibility and income within or beyondWalmart. Our CDI programmatic efforts foster amore engaged, productive and diverse workforcethat improves our customers’ experience andgrows our business.The Pathways training programIn addition to our wage increases for associates, in2016, all new Walmart entry-level U.S. associates –in all 4,500 U.S. stores – will participate in our newtraining program, Pathways. As a key componentof our efforts to enhance economic opportunity forour associates, the program builds on a successful 43%are women56%are women37%30%are peopleof colorare peopleof colorMENTORSM EN TEE SMentoringpilot launched in 2015 and provides trainingover at least the first six months of employment.Pathways focuses on “upskilling” – the acquisitionand improvement of skills, and the gaining ofknowledge that facilitates faster progression in acareer in retail. After successfully completing theprogram, associates receive an immediate payincrease to 10 per hour. They are also presentedwith information about a range of career pathoptions. As part of the Pathways program, Walmartis monitoring 10 metrics to track outcomes suchas reduced turnover, improved productivity andincreased associate engagement.8Walmart commits to our associates’ developmentthrough goal-aligned experiences, exposures andeducational opportunities. The mentoring program“Develop 2 Lead” is an integral part of our Culture,Diversity & Inclusion Program, which requiresmore than 70,000 managers to mentor at least twoassociates each. The program assists our managersin identifying, developing and preparing futureleaders through mentorship and commitment tothe associate’s career aspirations. Mentorship putsgreater focus and accountability on developing anassociate and setting them up to succeed in theirprogression as a leader.
O pportunit yFROM IRAQ TO EGYPTTO THE AMERICAN DREAMBy: Brian Poland, Director – Lifelong Learning and Talent Development, Walmart U.S.It was an early morning in 2005, and Jalal Almomarwas driving to his job with the United Nationsin Baghdad. A bullet came screaming throughhis windshield. He was unharmed, but definitelyshaken.“I knew my family and I had to flee becauseextremists were everywhere,” Jalal explained. “Ourlives were in danger, so we left quickly. So quickly,in fact, that many belongings – including my ownwedding photos – were left behind.”The Almomars fled to Egypt and, by 2009, madethe decision to put down roots in the UnitedStates. But the American dream didn’t immediatelyshow itself. Even though he had two collegedegrees, Jalal quickly realized he was starting over.“We showed up in Michigan without a car, andwithout really knowing how we were going tomake a living,” Jalal said. “But what I did have wasambition. I knew my degrees weren’t going totranslate, but I needed to move forward. I justneeded someone to open the door to give me thatchance.”to hand his resume to company after company. Hekept his fingers crossed, and eventually, Walmartcalled.“That call meant everything,” said Jalal, who gainedU.S. citizenship in October 2014. “A Walmart storegave me a job working in its garden center. I wasso thankful because that job allowed me to startproviding for my family again. I was ready tostart working my way up and, through Walmart’sLifelong Learning education programs, I realized Iwas going to have every opportunity to do so.”Jalal used his ambition to not only earnpromotions working in his store, but healso tapped into Walmart’s partnership withAmerican Public University and earned his MBAin Global Business Management. As part of hisMBA, Jalal interned with Walmart’s Innovationdepartment, and he recently graduated fromour Replenishment Leadership Program. He hastransitioned to the corporate office in Bentonville,Ark., where he now works as a replenishmentmanager. And, with support through the WalmartDependent Scholarship Program, his children arepursuing their own college degrees.Jalal spent the next six months walking as far ashis legs would carry him, often through the snow,9“All I needed was a chance,and Walmart gave that tome and so much more,” Jalalsaid. “It helped me realize theAmerican dream is alive andwell.”This story originally appeared on our Walmart Today blog –to read more stories like this, check out the blog atwww.corporate.walmart.com and follow @WalmartTodayon Twitter.
O pportunit yCELEBRATING 130,828 VETERAN HIRESOn Memorial Day 2013, we introduced ourVeterans Welcome Home Commitment, which nowguarantees a job offer to any eligible U.S. veteranwho has been honorably discharged since the startof the commitment.The original goal – hire 100,000 veterans bythe end of 2018. We had nearly surpassed ouroriginal goal three years early and expanded ourcommitment in 2015 to hire 250,000 veterans bythe end of 2020.We benefit from the incredible talent of ourveterans. They bring a strong work ethic, disciplineand determination. We are proud to providemeaningful opportunities for veterans to use theirunique talent and skills – more than 130,000 so farand more than 15,000 have been promoted.Beyond our Veterans Welcome HomeCommitment, the Walmart Foundation is alsoreinforcing its support for transitioning militarymembers and their families, and is in the middleof a second 20 million commitment that runsthrough 2019. Recently, the Walmart Foundationannounced 2.6 million in grants to nonprofitorganizations that support veteran reintegration –American GI Forum National Veterans OutreachProgram, and Swords to Plowshares.“Veterans make great additionsto the workforce, and we arehonored to help with theirtransition into civilian life,”said Kathleen McLaughlin, Chief SustainabilityOfficer at Walmart and President of the WalmartFoundation.“Our men and women in uniform should haveeasy access to services needed for a successfulreintegration. The American GI Forum and Swordsto Plowshares have a proven track record ofstreamlining services and we’re proud to supportthem”, she added.Walmart and the Walmart Foundation havedemonstrated a strong commitment to supportingour nation’s military service members. In October102015, Walmart helped launch the Greenlight A Vetcampaign to help create visible and actionablenational support for veterans nationwide. Walmartinvited all Americans to show support for veteransby changing one light bulb in their home to green,raising awareness on social media, volunteering andserving with veteran groups in their community,or starting a mentor/mentee relationship with aveteran.For more information about Walmart’s Veterans WelcomeHome Commitment, please visit:www.walmartcareerswithamission.com and follow onTwitter @WalmartToday.
O pportunit yFROM LEADING SOLDIERS TOLEADING WALMART ASSOCIATESBy: Patrick Shannon, Fresh Operations Manager, WalmartFollowing in my father’s footsteps, I joined theMarines before I finished high school.After returning home from two tours of duty inSomalia and Iraq, I found that similar to manyveterans, I struggled with the transition to civilianlife. Initially I thought I had only two options:police officer or fireman. I decided on becominga patrolman, but there were a limited numberof openings, and the salary would have made itdifficult to support my family.After much research, I decided to work in retail.I took my first position with Walmart not onlybecause of the consistent paycheck but alsobecause Walmart seemed to be a company thatoffered equal opportunity to every kind of person.Just like the military, I would be able to provemy abilities and possibly be rewarded for highperformance.Several months after separating from the Marines,when I felt the desire to rejoin the military,Walmart encouraged me to return. I joined theArmy National Guard and was eventually calledback to Iraq to serve in Operation Iraqi Freedom.I was a lead sniper, in charge of training morethan 200 Iraqi policemen and 15 Americans. I wasresponsible for teaching them everything fromleadership to gathering intelligence in a combatenvironment.My part in the deployment ended after mortarrounds landed preceding a serious firefight inwhich I suffered several injuries after mobilizing mymen to safely return to camp. I was awarded theBronze Star with valor for my leadership; however,my recovery took months of surgeries. Today, I’mlegally blind in my left eye, and still have somememory issues from a traumatic brain injury. Butthrough all those difficult times, my managers atWalmart were really supportive. They helped mework around my limitations and even flew me toKansas City to receive the Sam Walton Hero Awardin front of 5,000 people.After my recovery, I learned how to translate mymilitary background to the business world evenfurther. It may sound very different, going fromstaff sergeant to running a grocery department,but leadership skills remain constant. It’s allabout establishing routines, simplifying things forassociates, leading them and understanding them.Because of that, I’ve been able to grow my career.I was recently promoted to Fresh operationsmanager and lead more than 1,000 associates.I work in the field, teaching and training Freshoperations in our stores and have remainedcommitted to our troops by supporting Walmart’sinitiative to hire veterans. I work with HR to help11them understand the different military ranks andhow that translates to jobs. In the past five years,Walmart has hired more than 100,000 veterans andwe’re a stronger company because of it.I like to stay involved in supporting veterans inany way I can. I co-founded Helping Hands forFreedom, a nonprofit that supports the familiesof wounded and fallen soldiers. Most soldiersand their families lack the kind of support I wasfortunate to receive from Walmart, so we doeverything we can.It’s great knowing I work for a company thatsupports my involvement with veterans. My plan isto continue to grow within the company and moveup to senior leadership on the grocery side of thebusiness. I want to continue to move forward withmy development and growth so I can continue tolead and develop associates across our company.This story originally appeared on our Walmart Today blog –to read more stories like this, check out the blog atwww.corporate.walmart.com and follow @WalmartTodayon Twitter.
I nclusive E nvironmentPRESIDENT’S INCLUSION COUNCILIn order for us to make the vision of EveryoneIncluded a reality it’s going to take well, everyone!Every Walmart associate plays an equally importantrole in sparking a movement toward a more inclusiveculture. Our leaders are a critical part of this equation:helping to cast the vision, developing a strategyand modeling the behaviors consistent with the CDIMission of creating an inclusive culture where allassociates work together to save people money sothey can live better.That’s why President and CEO Doug McMillon askedCDI to help assemble the first President’s InclusionCouncil. Doug serves as Chair of the Inclusion Counciland Ben Hasan, Senior Vice President and ChiefCulture, Diversity & Inclusion Officer, serves in anadvisory capacity. The 10-member council comprisesa diverse group of leaders from across the countryand around the world.The mission of the Inclusion Council is to advise,collaborate and inspire on the issues and enterpriseefforts in building an inclusive work environment.Members of the Inclusion Council will demonstrate apassion for advancing culture, diversity and inclusion,and they will influence the conversation around CDI.They will be expected to innovate and collaborate tofind the best solutions for the company within theirscope while learning and benchmarking against theexternal best players in the diversity and inclusionspace. The CDI team will work closely with membersof the Inclusion Council to upskill them for achievingthe council’s mission.The Inclusion Council meets quarterly and iscomprised of the following leaders who will servea two-year term with half of the members servinga third year to ensure continuity:Doug McMillonPresident & CEO (Chair)David ScottCoucil Lead,SVP, Home Office HR,Walmart U.S.Kelvin BuncumVP, Innovation,Sam’s ClubErica ChanSVP, General Counsel and ChiefAdministrative Officer,Walmart AsiaMark EspinozaSenior Director,Public AffairsCameron GeigerSVP, International RelationshipManagement, Walmart TechnologyOlga GonzalezVP, Finance Commercial & Operations,Walmart Mexico & Central AmericaBrandi JoplinV
Wal-Mart Stores, Inc. (NYSE: WMT) Canada Market entry: 1994 Units: 405 United States Market entry: 1962 . We need benefits, wages, opportunities . and processes that attract and retain people who . and save our customers . money so they can live better. By fostering a workplace culture where everyone is - and feels - included, everyone .
