Walmart 2013 Annual Report Download - page 5

Walmart 2013 Annual Report || 3
have growing online businesses in 10 countries and are well
positioned in markets that oer the greatest growth potential –
the U.S., the U.K., Brazil and China. I’m particularly encouraged
by our increased investment in Yihaodian, which has
strengthened our ability to capitalize on the vast potential
in the Chinese e-commerce market.
Talent is key to success
To execute these and other strategies vital to our long-term
success, we must recruit, develop and retain the absolute
best talent at every level of our organization. That means
executives, managers and front-line associates that traditionally
make up the ranks of a major retailer. But we also need
entrepreneurs, technology specialists, data scientists and
consumer Internet professionals. Today, Walmart has more
than 2,500 associates with these skills in Silicon Valley, Brazil,
India and China. They are some of the most inspired and
inspiring associates anywhere in our company.
Nothing makes me prouder of Walmart than when I hear
about the opportunity we provide to our associates. It’s
amazing to think that in our Walmart U.S. business, approxi-
mately 75 percent of our store operations management
started their careers as hourly associates. I especially love
hearing from our front-line associates and talking with them
about their ideas for how we can serve our customers even
better. Our senior leadership team is the best in retail and
perhaps in all of business.
The job of every Walmart associate must begin with integrity.
Over the past year, I’ve had countless opportunities to speak
to our associates, and I’ve been very clear that ethics and
compliance are non-negotiable. Our standard is full compliance
with all laws and regulations in the markets where we operate.
We’ve made signicant improvements to our compliance
programs and we’re taking appropriate action for any instance
of non-compliance. We’re pleased with the progress we’ve
made through training, new processes and procedures
and recruiting exceptionally strong talent to ll new roles.
Walmart will have a world-class compliance organization.
Beneting our communities
Wherever I travel around the world and have the chance to
talk with a business leader or an elected ocial, it’s gratifying
to hear their comments about what Walmart is doing on hiring
veterans, women’s economic empowerment or environmental
sustainability. Year after year, we’ve just continued to build
momentum in how we use our size and scale in new ways to
make a dierence on big issues. Last year alone, Walmart and
the Walmart Foundation’s charitable contributions surpassed
$1 billion in cash and in-kind donations to positively impact
local communities around the globe. Over the past year,
Walmart became the largest onsite solar power generator in
the United States, and the same is true for renewables. We
announced major new commitments to make our supply
chain more sustainable in China and around the world. I’m
also very excited about our recent announcement to boost
U.S. manufacturing for Walmart U.S. and Sam’s Club, to hire
100,000 honorably discharged U.S. veterans and to do more
to help our part-time associates nd full-time jobs and build
careers at Walmart.
Looking ahead
Walmart is only getting stronger as the world’s healthiest
and best-positioned global retailer. I’m pleased with our
business and nancial performance last year. But what gives
me the most condence is the changing retail landscape, and
how our people and our strategies t so well for the customers
we know and care about. Whether it’s everyday low prices, a
seamless shopping experience, the most talented team of
associates, or our model for making a dierence, we are on
the right path. We will accelerate everything we’re doing.
And Walmart’s best and most exciting days remain ahead.
Michael T. Duke
President and Chief Executive Ocer
Wal-Mart Stores, Inc.
Every day our talented associates deliver the operational
eciencies that make possible Walmart’s EDLP.