Organizational culture is composed of seven characteristics that range in priority from high to low. Every organization has a distinct value for each of these characteristics, which, when combined, defines the organization's unique culture. Members of organizations make judgments on the value their organization places on these characteristics, and then adjust their behavior to match this perceived set of values.

Characteristics of Organizational Culture1. Innovation(Risk Orientation) - Companies with cultures that place a high value on innovation encourage their employees to take risks and innovate in the performance of their jobs. Companies with cultures that place a low value on innovation expect their employees to do their jobs the same way that they have been trained to do them, without looking for ways to improve their performance.2. Attention to Detail(Precision Orientation) - This characteristic of organizational culture dictates the degree to which employees are expected to be accurate in their work. A culture that places a high value on attention to detail expects their employees to perform their work with precision. A culture that places a low value on this characteristic does not.3. Emphasis on Outcome(Achievement Orientation) - Companies that focus on results, but not on how the results are achieved, place a high emphasis on this value of organizational culture. A company that instructs its sales force to do whatever it takes to get sales orders has a culture that places a high value on the emphasis on outcome characteristic.4. Emphasis on People(Fairness Orientation) - Companies that place a high value on this characteristic of organizational culture place a great deal of importance on how their decisions will affect the people in their organizations. For these companies, it is important to treat their employees with respect and dignity.5. Teamwork(Collaboration Orientation) - Companies that organize work activities around teams instead of individuals place a high value on this characteristic of organizational culture. People who work for these types of companies tend to have a positive relationship with their coworkers and managers. 6. Aggressiveness(Competitive Orientation) - This characteristic of organizational culture dictates whether group members are expected to be assertive or easygoing when dealing with companies they compete with in the marketplace. Companies with an aggressive culture place a high value on competitiveness and outperforming the competition at all costs.7. Stability(Rule Orientation) - A company whose culture places a high value on stability are rule-oriented, predictable, and bureaucratic in nature. These types of companies typically provide consistent and predictable levels of output and operate best in non-changing market conditions.8. Liabilities of Culture9. When looking at functions of culture, it is easy to see these in positive terms and assume that a strong culture would lead to an organization's success. While this is often true, we often find that a strong culture impedes some of the actions taken by managers. 10. Barriers to Change: The very fact that cultural derived norms, values and mental models are often internalized by members often makes them resistant to change when they see these changes in conflict with these values. This is especially true when organizational change is implemented through structural change.11. Barriers to diversity: Strong company cultures create uniformity and consistency of behavior among employees. This is known as cross individual behavioral consistency. While this may be desirable in many ways, it works against a company's goals of creating a diverse workplace and utilizing this diversity for competitive advantage in at least two ways. The first is that, one of the ways in which strong cultures are created is through selection of new employees based on person-organization fit, that is applicants are selected who are believed to "fit" into the organization. This practice tends to limit diversity of any kind. A related issue is that when potential employees are choosing employers, they tend to avoid companies with strong cultures not aligned with their values. The second way in which strong cultures acts as a barrier to diversity has to do with the way in which a strong culture acts to homogenize the workforce. One of the reasons why companies desire increased diversity is based on the assumption that more diverse decision-making teams will be more creative and make decisions more in line with a diverse marketplace. Any benefits achieved through diverse hiring can be lost due to the the mechanisms of a strong culture as new employees attempt to fit in with the team.12. Barriers to mergers and acquisition: One of the factors cited from the high percentage failure of merged organizations to meet their goals, is the change process did not account for or do anything to deal with conflict in cultures between the two original organizations.We opened our first international store in Mexico City in 1991. Since then, we've worked to become a truly global company, creating stores with different styles and formats to serve local customer needs, desires and customs. More than 90% of our international stores operate under a different banner than Walmart. But all of our stores share a common goal: save people money, so they can live better. We work hard so that our stores are partners in the communities they serve, and we identify and develop local leaders into global ones.Our associates are the heart of our business. As Sam Walton said, Our people make the difference. Working here means opportunity for you and your career.What does Making Better Possible mean? Well, for tens of thousands of people every year, a job at one of our Stores or Clubs opens the door to a better life. Our Home Office in Bentonville, Arkansas is made up of professionals from every corner of the globe, working to save customers money in new and better ways. And our eCommerce division extends our reach and brings the store experience to peoples homes. Making Better Possible is our mission and reason for being whether were putting a community to work, sourcing from local merchants or saving people money. We employ 2.2 million associates globally We provide roughly 300 jobs every time we open a Supercenter In 2012, women accounted for 53% of hourly promotions in our U.S. stores About 75% of our store management teams began as hourly associates, and they earn between $50,000 and $170,000 a year In 2013, we promoted about 170,000 people to jobs with more responsibility and higher pay Depending on the time of year, there are approximately 15,000 50,000 job openings at Walmart -eCommerce recruits entrepreneurs, technologists, data scientists and consumer Internet professionals around the world with more than 1,500 associates in Silicon Valley, Sao Paulo and Bangalore The Walmart and Sams Club Home Offices are nestled amid the Ozark Mountains in Bentonville, Arkansas the nations 6th fastest growing region

Our CultureSam Walton founded Walmart with the strong conviction that a retailer could help people save money and live better. That continues to be why we're in business today -- it's our purpose. Our culture is how we work together to fulfill that purpose. It's incorporated into every aspect of our business.Our BeliefsOur beliefs are the foundation of our culture: service to our customers, respect for the individual, striving for excellence and acting with integrity. Our adherence to these principles has created a unique work culture at Walmart. No matter where you go to any of our stores and offices in any of our brands around the world our associates live these values. Serviceto our customers Respectfor the individual Strive forexcellence Act withintegrityService to Our CustomersEvery associate from our CEO to our hourly associates in local stores is reminded daily that our customers are why were here. We do our best every day to provide the greatest possible level of service to everyone we come in contact with. Serveour customers by making them our first priority. Supportour associates so they can best serve our customers. Giveto the local community in ways that connect to our customers.Respect for the IndividualFrom Walmarts earliest days as a small discount store, we have emphasized the importance of respect for every associate, every customer and every member of the community. Valueand recognize the contributions of every associate. Ownwhat we do with a sense of urgency, and empower each other to do the same. Communicateby listening to all associates and sharing ideas and information.Striving for ExcellenceThe key to our success is constantly looking for ways to improve ourselves and improve our business. We strive to lead not just our industry, but also each other to the next level of success. Innovateby trying new ways of doing things and improving every day. Modela positive example as we pursue high expectations. Work as a teamby helping each other and asking for help.Act with IntegrityOur beliefs are built on a foundation of integrity our values of honesty, fairness and objectivity guide how we apply these beliefs to the workplace. We strive to: Behonestby telling the truth and keeping our word. Befairand open when dealing with associates, suppliers and other stakeholders. Beobjectiveby making decisions based solely on Walmart's interests while operating in compliance with all laws and our policies.

Sam Walton died in 1992. After Walton's death, Don Soderquist, Chief Operating Officer and Senior Vice Chairman, became known as the "Keeper of the Culture."[153]Were known around the world for helping our customers and Members save money so they can live better. We do that on a foundation of integrity by being honest, fair and objective. This is the basis of our unique corporate culture and how we bring our mission to life. And it begins with the values and morals that were deeply rooted in our company by Sam Walton.Three Basic BeliefsSince the first Walmart opened in 1962, our culture has thrived by operating with three core beliefs: Service to Our Customers, Respect for the Individual and Striving for Excellence.The Sundown RuleWe do our best to answer requests by the close of business on the day we receive them. When we combine our efforts with a sense of urgency, we show people that we know their time is valuable.The 10-Foot RuleSam Walton encouraged associates to take this pledge: "I promise that whenever I come within 10 feet of a customer, I will look him in the eye, greet him and ask if I can help him." Being friendly its just who we are and how we operate.Open DoorWe believe open communication is critical to understanding our associates and our customers needs. Associates can trust and rely on our open door policy. You are encouraged to raise your questions, concerns and ideas to your management team. This is how we get better.Servant LeadershipIn every store and club, youll find managers out on the floor with their associates, keeping up with the business and the latest trends and ensuring a great customer experience.TeamworkSam Walton believed in the power of teamwork. As we continue to grow and expand into new markets and across the Web, collaboration and knowledge sharing are critical to our success.Grass Roots ProcessSam Walton said, Listen to your associates. Theyre our best idea generators. Our Grass Roots Process is our way of capturing associates ideas, suggestions and concerns. But listening is not enough. Thats why every area of the company also puts together a Grass Roots action plan to make good on our associates ideas.Training and development isnt a one-time event at Walmart and Sams Club. Its an integral and ongoing part of an associates career. Were committed to helping our associates reach their fullest potential. We offer unique opportunities for advancement and career growth. Mentoring programs Sponsorship Leadership courses Associate Resource GroupsManager TrainingWe offer many training opportunities to help managers sharpen their leadership skills and advance through the company. Assistant Management Training is a program open to all salaried Walmart Stores U.S. field associates. The Walton Institute is an educational environment for Walmart leaders from around the world to champion our unique company culture. The Manager in Training Program at Sams Club is designed to expose trainees to the various operations, allowing them to rotate through the company.Lifelong Learning ProgramThrough a partnership with American Public University, associates are eligible to receive college credit for their formal training and job experience at Walmart and Sams Club.Diversity has been at the core of our culture since Sam Walton opened our doors in 1962. Its part of what makes Walmart, Walmart. And thats pretty clear when you walk the aisles of a store or stop in to an associate break room. We can only help our associates, customers and partners live better if we really know them. And that means understanding and respecting differences and being inclusive of all people.ur mission is to save people money so they can live better. To deliver on that promise, we have to understand and connect with our customers and communities. That means having a diverse group of associates who can represent all people.How do we get the very best? We attract them, value them and develop them to reach their full potential. Because at Walmart, the secret to helping customers live better is in the hands of our associates.Our U.S. workforce is about 1.3 million associates, including more than 807,000 female associates; more than 255,000 African-American associates; more than 169,000 Hispanic associates; more than 43,000 Asian and 6,000 Pacific Islander associates; and more than 14,000 American Indian and Alaska Native associates.37% of our associates in the U.S. are minority. 57% of our associates are women.

In the past 5 years at Walmart stores in the U.S.: Female co-managers have increased by 134% Female store managers have increased by 42% Female market managers have increased by 92%*Data as of fiscal year 2013Helping associates reach their potential

We are committed to nurturing an inclusive culture to retain our talent and help them reach their potential. Once we hire the right people, with varied perspectives and ideas, its essential to develop them and their careers so they can deliver on our mission to help people save money and live better. Our belief is that with a meaningful sense of purpose, our associates will be fulfilled and choose to stay with Walmart.This means providing unique opportunities for advancement and growth through mentoring programs, sponsorship programs, various leadership courses and Associate Resource Groups where our associates can connect, collaborate and proudly celebrate their diversity.Through our Diversity Goals Program, nearly 60,000 managers are held accountable for elevating the standards of diversity and inclusion throughout our company, with up to 15% of management bonuses and 10% of performance evaluation scores tied to their diversity goals achievement. These goals motivate our leaders to participate in diversity events, mentor associates and to place diverse candidates at a rate consistent with the qualified applicant pool for field management positions.Wal-Mart was the realization of the dream of Sam Walton (Walton), who wanted to set up a store which provided customers 'high value, low prices and a warm welcome.'The success of Wal-Mart has long since been attributed to the company's strong cultural base. Analyst Jim Collins4 observed that Wal-Mart had the kind of 'cult-like' culture that is shared by all great companies. Even the employees of Wal-Mart were sometimes referred to as "Walmartians" by outsiders, reflecting the distinctiveness of the people who shared that culture. It was a wonder that a company of such a huge size and scope could maintain its entrepreneurial spirit so many decades after it first started, besides achieving admirable growth rates which were poised to make it the first trillion dollar company in the world.3 Basic Beliefs and Integrity Walmart was founded on three basic beliefs: service to our customers, respect for the individual and striving for excellence. Our adherence to these principles has created a unique work culture at Walmart. No matter where you go to any of our stores and offices in any of our brands around the world our associates live these values. * Service to our customers

* Respect for the individual* Striving for excellenceA Foundation of Integrity Our basic beliefs are built on a foundation of integrity our values of honesty, fairness and objectivity guide how we apply these beliefs to the workplace. In other words, we strive to: * Be honest by telling the truth and keeping our word.

* Be fair by using our business influence appropriately and creating an open environment for raising questions and concerns. * Be objective by making decisions based on Walmarts interests, rather than personal interests, and by avoiding even the appearance of impropriety.

1. Service to Our Customers Every associate from our CEO to our hourly associates in local stores is reminded daily that our customers are why were here. We do our best every day to provide the greatest possible level of service to everyone we come in contact with.

But what do we mean by service to our customers?* We serve our customers by making them our first priority. * We support our associates so they can best serve our customers. * We give to the local community in ways that connect to our customers.

2. Respect for the Individual From Walmarts earliest days as a small discount store, we have emphasized the importance of respect for every associate, every customer and every member of the community. But how do we show respect for the individual? * We value and recognize the contributions of every associate. * We own what we do with a sense of urgency, and empower each other to do the same. * We communicate by...AS WALMART grew into the world's largest retailer, its staff were subjected to a long list of dos and don'ts covering every aspect of their work. Now the firm has decided that its rules-based culture is too inflexible to cope with the challenges of globalisation and technological change, and is trying to instil a values-based culture, in which employees can be trusted to do the right thing because they know what the firm stands for.

AssociatesRegular communications and engagement, via channels including our WalmartOne.com site, monthly associate magazine, Associate Engagement Surveys and the Open Door. All associates are eligible for an annual evaluation. Through the performance management program, managers and associates engage in open, transparent and ongoing conversations to provide clarity on performance expectations, as well as to identify learning and growth opportunities.

My Sustainability Plan (MSP)Through MSP, associates make voluntary commitments to improve their health, environment, communities and lives, which often inspire solutions toward our corporate sustainability goals. We provide structure and resources to help associates achieve their sustainability goals.We proactively promote ownership of ourculture of integrity to all associates andstakeholders globally. The Global Ethics Officewas established in 2004, and is committedto evolving with the company by ensuringthat the tools and resources we provide stayrelevant, while promoting and recognizingethical decision-making across our operations.Integrity in Action AwardWe developed our Integrity in Action Award program to recognizeassociates who demonstrate integrity through consistent actions andwords and inspire other associates to always do the right thing. By sharingassociate stories, the program fosters and sustains our culture of integritythat has and will continue to drive our success.The Integrity in Action Award program is based on voluntary nominationsreceived from our associates. Global votes determine an award recipientfrom each country for the most inspiring associate. In 2012, we receivedmore than 4,800 nominations and 207,000 votes from our associates aroundthe world.The following market recipients traveled to our corporate office inBentonville, Ark., to receive their awards from Cindy Moehring, senior vicepresident and global chief ethics officer:Leadership Speaks seriesOur Leadership Speaks series is designedto provide globally applicable messagesto associates about the importance ofintegrity at Walmart. The platform providesexecutives and external speakers theopportunity to share stories and discussexperiences and challenges in ensuring ourvalues and culture are consistently appliedand upheld across all markets, whilerecognizing the various cultural differences.In 2012, we hosted two sessions in which11 executives shared experiences related tointegrity and culture. In May, members ofthe Sams Club leadership team participatedin a panel for more than 350 associates,while Walmart U.S. leadership gatheredin October to share with more than 500associates at the corporate headquarters inBentonville, Ark., and via satellite and videoon demand to more than 700 associates,including 15 regional offices.Ethics educationThe company focused on promotingintegrity globally as an everyday behaviorin 2012 by building toward a globallyconsistent ethics education experience forassociates and integrating ethics contentinto existing functional-area training.We made progress on a multiyear projectfocused on implementing foundationalethics education elements in our globalmarkets. These foundational elementsintegrate consistent ethics content in:(1) new associate orientation materialsfor field and Home Office associates,(2) Statement of Ethics e-learning modulesfor newly hired and existing Home Officeassociates, and (3) instructor-led ethicstraining for newly hired or promoted officersand other Home Office associates.Significant accomplishments made inimplementing these foundational elementsinclude developing consistent e-learningand instructor-led ethics education contentfor use in global markets. We implementedthe Statement of Ethics e-learning modulein 80 percent of our corporate offices and inGlobal Sourcing, with plans to achieve fullimplementation in 2013. We also created aconsistent ethics education experience forassociates in the U.S. Home Office and field byexpanding the audience reached throughe-learning and instructor-led training, andrefreshing content in new associateorientation programs.In addition to focusing on the implementationof the foundational elements, we enabled theU.S. business to integrate ethics education intofunctional-area training. This enhancementprovides area-specific ethics education forU.S. Home Office and U.S. field associates inareas such as Logistics, AP, HR, Merchandisingand Operations.

WalmartEthics.comredesignIn 2012, we redesigned our onlinehelpline at www.walmartethics.comto provide associates with a singleresource to access ethics-relatedmaterials in 14 languages via theirdesktop and mobile devices. Sitetraffic has increased by 75 percent,June 1, 2012, to Jan. 29, 2013,compared with June 1, 2011, toJan. 29, 2012. We also improveduser experience by refreshingfrequently asked questions andcustomized images to reflect theindividual markets.EmploymentAt Walmart, we have an obligation toensure that each and every associate ispaid for the time that they work and takelegally required meals and breaks.Our Exception Management System (EMS)assists us in monitoring and maintainingcompliance with meal and break rules acrossthe U.S. Weve also implemented varioustimekeeping tools and technologies toreduce the occurrence of meal breaks that aretoo short and to notify associates of missedpunches. Examples of new tools include: Clock out lock out: Prevents associatesfrom clocking back in prior to thecompletion of at least a 30-minutemeal break Missing meal prompts: To informassociates when they have missed apunch/swipe for a meal Electronic time-off request process:To improve accuracyTrainingEmployment compliancerelatedtraining continuesto be a focus for our storesand clubs. At right are thetop-five EmploymentCompliance-relatedtraining areas deliveredvia eLearning in 2012:

Employment Compliance-relatedCBL Training (Data as of Dec. 31, 2012)AssociatesTrainedAmericans with Disabilities Act (ADA)(2 modules) 92,496Equal Employment Opportunity (EEO)(7 modules) 896,430Fair Labor Standards Act (FLSA)(3 modules) 310,126Employment Eligibility Verification (I-9)(2 modules) 56,893Sexual Harassment(7 modules) 75,553Walmart U.S.: I own safetyAt Walmart, we strive to make safety a core value aligned withour culture of respect, service and excellence. Achieving this highstandard requires ownership on the part of every associate atevery level of the organization.Walmart U.S. OSHA RecordableIncident Rates vs. Industry Walmart Warehouse Clubs & Superstores08 09 10 11 12*6.36.45.7 5.7 5.9 5.95.1 5.4 5.5Industry Data Source: Bureau of Labor Statistics(BLS.gov), NAICS Code 45291Incident Rate = Number of injuries and illnessesX 200,000)/Employee hours workedNote: The 200,000 hours in the formula represent theequivalent of 100 employees working 40 hours perweek, 50 weeks per year, and provides the standardbase for the incidence rates.*2012 industry data not available.Walmart Logistics OSHA RecordableIncident Rates vs. Industry Walmart Logistics BLS Warehousing and Storage08 09 10 11 12*5.96.85.25.95.15.93.85.52.9Sams Club OSHA RecordableIncident Rates vs. Industry Sams Club Warehouse Clubs & Superstores08 09 10 11 12*5.06.44.35.74.35.93.55.43.9Industry Data Source: Bureau of Labor Statistics(BLS.gov), NAICS Code 49311Incident Rate = Number of injuries and illnessesX 200,000)/Employee hours workedNote: The 200,000 hours in the formula represent theequivalent of 100 employees working 40 hours perweek, 50 weeks per year, and provides the standardbase for the incidence rates.*2012 industry data not available.Industry Data Source: Bureau of Labor Statistics(BLS.gov), NAICS Code 45291Incident Rate = Number of injuries and illnessesX 200,000)/Employee hours workedNote: The 200,000 hours in the formula represent theequivalent of 100 employees working 40 hours perweek, 50 weeks per year, and provides the standardbase for the incidence rates.*2012 industry data not available.Notable in 2012 Project SAFE: We expanded this programto help regional general managers promotea culture of safety and evaluate associateengagement through Associate Opinionsurveys and grassroots feedback sessions. Safety Academy: We developed a formalSafety Academy, designed to give ourMarket Asset Protection managers insightinto the fundamentals that will help promotesafety ownership in their markets. Settinghigh standards, educating our associatesand encouraging their involvement in ourshared responsibility make our stores safeplaces to work and shop.Walmart Logistics:Total safety cultureWalmart Logistics has gone nine consecutiveyears with recordable injury rates below theBureau of Labor Statistics (BLS) industryaverage for General Warehousing andStorage. In 2012, the entire Walmart LogisticsNetwork accelerated its rate of improvementby continuing to implement an EnhancedBehavior Based Safety Program.In 2012, the Walmart Logistics Networkimplemented a new behavioral observationprocess where associates are observed, withpermission, and provided feedback on soundwork technique and postures as well as othersafe work behaviors. Observation information isloaded into a data tracking system for trendingpurposes. These observations provide ourlogistics leaders and associates a way toactively care for one another.

Our vision is to be a global leader in diversity and inclusion. Ourmission is to deliver on our customer promise of saving money andliving better by leveraging the power of diversity in our workforceand by fostering an inclusive workplace. Our three strategic pillarsare workforce, workplace and marketplace. Workforce: Building a diverse global workforce to meet therising expectations of Walmarts Next Generation customer. Workplace: Nurturing an inclusive and collaborative cultureto retain our talent and maximize their potential. Marketplace: Empowering our associates to make a difference in the lives of ourcustomers and in the communities we serve.Our diversity journey started in 2004when the Office of Diversity was createdat Walmart. Were proud of the progressweve made during the past nine yearsbut recognize that we have room forimprovement. We humbly realize thatdiversity and inclusion is a marathon, nota sprint. Since 2010, weve increased ourfocus from diversity to diversity andinclusion. Over the past few years, weveadded inclusion questions to our associateengagement survey, introduced inclusiontraining worldwide and added genderidentity and expression to our nondiscriminationpolicy. Were focusedon building an inclusive culture and areworking hard to ensure that Walmart is agreat place to work for everyone. Each ofour countries is focused on diversity andinclusion. Details about some of theirdiversity initiatives and results are foundon the pages in this report dedicated totheir specific country.

Workplace: Fostering an inclusive culture with measurementInclusion is rooted in our companys corevalues respect for the individual, service toour customers and the pursuit of excellence allbuilt on a foundation of integrity. When we linkinclusion to our business strategy and measurethe progress on a regular basis, inclusion becomesa competitive advantage. The following illustratessteps we took in 2012 to ensure that advantage: Incorporated a standard Inclusion Index intoour annual Engagement Survey in all markets.This enables us to measure our inclusionprogress and to understand our associatesperceptions regarding inclusion. Partnered with InclusionINC to conduct aGlobal Inclusion Study, which explorescountry-specific perspectives about aninclusive workplace that drives engagement,innovation, retention and productivity. Nine ofour countries have participated, and thefindings will help us develop a diversity andinclusion strategy that addresses countryspecificneeds. Participated in the research for White MenLeading Through Diversity and Inclusion (D&I),led by Greatheart Leader Lab and GeorgetownUniversity. Our overall score of effectiveness on12 key leadership competencies was aboveaverage, compared with other participatingcompanies. It also identified areas we canimprove upon, such as having effectiveconversations on how to engage white malesalong our diversity and inclusion journey. Continued conversations with our African-American associates at various levels to solicittheir perspectives around our diversity andinclusion efforts. We formed focus groups toexplore solutions and action plans to nurturean inclusive culture. Hosted the Women in Retail Summit, whichfocused on learning a game-changingprogram originally launched in WalmartCanada three years ago. Sixty associatesfrom 11 countries gathered in Dallas, wherethey were challenged to create a Women inRetail Field Development Program in theirhome countries, using what they learnedat the summit. Offered micro-messaging training as a way tocreate a more inclusive work environment andhelp us succeed in one of our greatest corevalues, respect for the individual. Empowered associates to achieve work-lifebalance through global flexibility initiatives. Forexample, were empowering associates withthe technology needed to work nontraditionalhours and from virtual workspaces. While thelook and feel of flexibility may vary fromdepartment to department depending onbusiness needs, flexibility at Walmart isinnovation in motion. Expanded Lesbian, Gay, Bisexual and Transgender(LGBT) Associate Resource Groups to theU.K. and to our San Bruno, Calif., Globale-Commerce location.

Marketplace: Big and bold societal impactMi FuturoMi Futuro, our youth mentoring program,continues to make great strides inmotivating at-risk youth in Hispanic-Latinoand other communities in the U.S. to beginplanning for their futures. Participantsmentor eighth-grade students, with the goalof reducing high school and college dropoutrates in these communities one student at atime. In 2012, the program reached 1,900students in 32 states.Supplier diversityWalmart embeds its supplier diversityprogram into the companys overall strategicbusiness objectives to articulate the value ofinclusion in all business outcomes. Wecommit to increasing our spend withbusinesses owned by people of color,women, veterans and people withdisabilities, and ensuring an inclusive supplychain that meets the needs of ourcustomers. By doing so, we help createeconomically sustainable communities.We launched a Supplier Management Portal(SMP), a new technology that allows us toadd value to the corporation and diversebusinesses. Its a repository system thatenables us to register diverse suppliers, trackdiverse spend, automate communicationand generate reports by gender, ethnicity,region and more. SMP also has a kioskcomponent that allows us to register newsuppliers in real time at expos. We registered200 new suppliers during the 2012 NationalMinority Supplier Development Conference.

Walmart understands how important our associates are to delivering on our mission. Thatswhy we have programs that focus on developing the best talent across the organization. TheGlobal Talent Management team develops existing talent through programs like Mentor Me,the Business Leadership Series and Leadership Academy, all of which impact associates acrossthe globe. We work to ensure that our associates have access to optimum training anddevelopment programs to prepare them for the future.

Mentoring Global leadership developmentWalmarts Mentor Me program empowersassociates to take an active role in theirdevelopment by providing resources, tools andevents to encourage connectivity and driveeffective mentorships. Open to all associates,Mentor Me is a self-directed program designed toassist in creating and sharing diverse knowledge,experiences and perspectives. The programallows associates to be active participants in theirdevelopment by providing resources, tools andsuggestions to drive effective mentorships.In July 2012, we introduced Mentoring Expressas a tool in the Mentor Me program that deliversquick, on-the-go discussion guides to maximizethe time of mentors and increase effectiveness in avariety of fast-paced work environments, includingstores and clubs. The resource has already beenaccessed more than 10,000 times by associates inthe field and at our corporate offices.Summer internship programWere committed to attracting, developing andretaining diverse talent across the organization.Our corporate summer internship program attractsthe highest-caliber students from a variety of collegesand universities and provides an exceptional learningexperience. Interns participate in a variety ofdevelopmental activities that provide exposureto senior leaders, mentors, associates across theorganization and community service opportunities,while they build strong relationships with eachother that can last throughout their career. Theprograms conversion rate has consistently beena success, with the majority of those in the 2012intern class receiving job offers. In the summer of2013, well welcome our next group of 300 internsto Bentonville, Ark.

As we grow our operations in the U.S.and globally, were evolving ourefforts to attract the best talent toour company. In 2012, Walmart hiredapproximately 477,000 associates,including more than 6,000 managementassociates.

Enhanced careers website,mobile and social mediaIn an effort to communicate with todaystech-savvy job seekers, we continue toenhance our website, mobile applicationsand social media presence related tocareers. These improvements positivelyimpacted the 12.5 million users who visitedmore than 70 million pages on our careerssite at www.walmart.com/careers. In 2012alone, we averaged approximately 100,000applications per month for corporate office,distribution center and store managementopportunities. Highlights from 2012 include: Introduced a mobile platform to searchand apply for all job openings, with theexception of store hourly positions Launched Walmart Careers on Instagramto provide an insiders view of what itslike to work for our companyRecruiting technologythat saves greenWe use a virtual interviewing program thatreplaces the need to fly the typical three tofive final candidates to Bentonville, Ark., forfinal-round interviews. The interviews areconducted in real-time, two-way communicationwith a recruiter or hiring manager.In 2012 alone, we saved approximately$6 million by conducting more than5,000 virtual interviews.Associate Engagement SurveySam Walton was a firm believer in listening to and learningfrom our associates. Our annual Associate Engagement Surveyis an important tool to continue this tradition. In 2012, the surveywas made available to more than 2.2 million associates andattracted a global participation rate of nearly 90 percent.In addition to measuring associate engagement, the resultsrepresent the starting point for grassroots feedback sessions. Inthese sessions, our managers and associates partner to createdetailed action plans to address opportunities and identifyways to raise and maintain engagement in their areas. In theU.S. alone, management implemented more than 15,000 actionplans within three months of the results being made available.Evolving our Open Door policyOur management believes open communication is criticalto understanding and meeting our associates and customersneeds. Associates can trust and rely on the Open Door; its oneof the most important parts of our culture.From the beginning, weve maintained an Open Door policyto provide our associates an avenue to express their ideasand concerns without fear of retaliation. As weve grown asa company, weve continued to evolve our Open Door systemto meet the needs of our associates.In April 2011, we implemented the following three-stepenhancement to our existing Open Door policy for all WalmartU.S., Sams Club, Logistics and Transportation associates:Step 1: Associate speaks to the facility manager.Step 2: If the associates concern remains unresolved,they contact their market or divisional team.Step 3: If the associates concern is still unresolved,they contact our Open Door Helpline, wherean associate relations manager conducts anindependent investigation.This enhancement of the Open Door has been well-received,with the Open Door Helpline taking more than 22,000 calls todate, resulting in more than 747 independent investigations.This system has helped bring closure to concerns in a timelymanner, reinforce our corporate culture and instill respect forthe individual.

For more than five decades, our associateshave served as a core ingredient of ourgrowth and success. Its critical that wecontinue to build highly engaged teamsand foster a work environment that helpsassociates serve customers.My Sustainability Plan (MSP)Defining personal sustainability one associate and one organization at a timeThrough the MSP application onWalmartOne.com, U.S. associates areable to track goals, connect with fellowassociates through social gaming elementsand access resources to help them remainon target. It also enables us to more accuratelyaggregate associate participationlevels and better understand the impact oftheir collective efforts. Long term, we envisionone global online platform for us to communicatewith associates and for them to accessthe resources they need.Meanwhile, the number of organizationsthat have taken advantage of our royaltyfreeMSP licensing grew from 35 in 2011 tomore than 100 in 2012. The license allowscorporations, municipalities, school systemsand nongovernmental organizations toaccess the program framework, curriculum,branding, artwork and research for internaladoption. Organizations such as AlaskaAirlines, J.B. Hunt Transport, UPS andUnilever have taken advantage of thislicensing opportunity, growing the collectiveimpact of MSP and further positioningWalmart as a global leader in sustainability.More than three years in, we continue to leverage our global size and scale to helppeople inside and outside the company live healthier, more responsible lives byadopting My Sustainability Plan (MSP). We estimate that more than 100,000 Walmartassociates worldwide have adopted MSP, and in the U.S., associates engage onlinevia the MSP tool on WalmartOne.