Walmart Society SupplierS

Transcription

Sustainability 2013
Report
Year 2012
Walmart
Suppliers
Society
Management practices
and engaged teams
distinguish the company
in the retail industry
In the supply chain
management, the company
requires a performance in
line with its ethical principles
Walmart is committed to
Women empowerment and
the value generation to
customers and communities
Credits
Coordination
Walmart Brasil
Corporate Affairs - External Communications
Content Consultant and layout
TheMediaGroup
Translation
Celtic Comunicações
Photos
Felipe Gombossy, Mari Vaccaro,
Pulsar Image Bank and Walmart Image Bank
PRINT
Braspor
www.facebook.com/Walmartbrasil
@walmart_br
Questions, comments and suggestions about the content
of this publication should be sent to Walmart Brasil´s
Corporate Affairs/External Communication Department
(Av. Tucunaré, 125 – ZIP: 06460-020 – Barueri – SP
or by e-mail to: [email protected])
CONTENTS
08
04. MESSAGE FROM THE PRESIDENT
06. HOW WE CREATED THIS REPORT
walmart
Walmart
09. PROFILE
12. HISTORY OF WALMART BRASIL
16. PEOPLE
22. SUSTAINABILITY MANAGEMENT
SUPPLIERS
30
32. MANAGING THE CHAIN
36. LOCAL SUPPLIERS
SUPPLIERS
This publication presents a series
of special articles/reports
14. HEATED MARKET
21. CAN YOU PLAN YOUR CAREER?
28. IN THE HEARTS AND MINDS OF CUSTOMERS
34. DEVELOPMENT OF BUSINESS ETHICS
38. SMALL AND MID-SIZED FARMING IN
SOCIETY
43. CUSTOMERS
48. SECTOR ENGAGEMENT
49. WOMEN’S EMPOWERMENT
52. WALMART INSTITUTE
58. GRI LETTER
59. GRI INDEX
BRAZIL
46. CUSTOMER OF THE 21ST CENTURY
50. SUSTAINABILITY, ECONOMIC
EMPOWERMENT AND GENDER EQUALITY
54. The youth unemployment crisis
SOCIETY
42
Governança
Message
from the President
GRI 1.1 | 1.2
Walmart Brasil is pledged to be a high performance company
with well defined operating principles. These include having a
leading position in social and environmental issues, focused
on engagement with suppliers and consumers to foster more
sustainable consumption habits. In this interview, Walmart
Brasil president Marcos Samaha describes how the company
has made investments and structured platforms to achieve
the aims of its sustainability strategy. This has been incorporated into its global business management since 2005 when
Walmart pledged to reduce waste from its operations, increase energy efficiency, reduce greenhouse gas (GHG) emissions and offer more sustainable products.
4
How do you assess the changes and
transformations Walmart made in 2012?
harmony with the corrections on the way
greatest innovation should occur in this link of
and the business targets. We could never
the chain. In the retail sector we can be driv-
We opened new stores in 2012, expanded our
aspire to be a high performance company
ers, helping to raise awareness and creating an
competitive advantages and our customers
without these changes.
environment in which the discussion, search
increased their perception that we were offer-
for improvement and identifying opportunities can occur. The End-to-End Sustainability
make it even more of a high performance com-
How does Walmart assess the customer’s perception and satisfaction in relation to these changes?
pany. However, we have to make structural ad-
We hold weekly leadership meetings at which
lished with a number of commercial partners.
justments to do so and adopt the best business
the agenda includes a brief introduction and
We should also not overlook the initiatives to
practices in terms of management, integrat-
the first topic is the Voz do Cliente (Customer’s
appreciate the small and mid-sized local farm-
ing systemic platforms, simplifying processes
Voice) which presents our customer atten-
ers who supply our stores with quality regional
and giving priority to operating efficiency and
dance and service satisfaction indicators. Our
products and have access to the retail business
focusing on activities directed at customers.
clients have increased their loyalty to our stores
without needing to go through intermediaries.
These changes have been underway since the
and brands. This shows customers understand
beginning of 2010 so I would describe 2012 as
that the changes we are making are in their
the third year of our transformations.
interest as they improve the quality and help
ing quality products at low prices. Walmart is
undergoing some transformation processes to
lower the price.
I am very satisfied to see that we are advancing
program is an obvious example of this. We can
also mention the various pacts we have estab-
What type of structure is needed for this
strategy of managing sustainability successfully and in line with Walmart’s global aims?
Do the sustainability strategies and actions encourage consumers to change
their behavior and raise their awareness?
This strategic focus on sustainability arose
I have seen many comments by customers
the ground in the countries where the com-
who are choosing to buy in Walmart stores
pany is present. We adhered to this guidance
The introduction of the Everyday Low Prices
because we have recycling stations. Our vol-
quickly in Brazil and made innovations. I have
concept was a significant change that was
untary reception posts are available in many
worked for Walmart operations outside Brazil
adopted in a consistent way and did not take
districts where there is no selective waste
and one of the innovations we brought to
place overnight. To do so, we carried out a
collection. Customers will do their shopping
these places was working with platforms in
plan over a period of 10 months that involved
there because they can bring disposable
which there are sponsors, captains and vari-
renegotiations with suppliers and changes in
packaging for recycling. The very growth in
ous multidisciplinary areas. This shows that
the way we carried out our business. The pub-
sales of products that are part of the program
sustainability is not just the job of one par-
lic was informed about the Everyday Low Prices
Sustentabilidade de Ponta a Ponta (End-to-End
ticular sector but all of us.
concept in 2011 but we still face the challenge
Sustainability), through which we encourage
of publicizing our philosophy on a permanent,
the industry to review some aspects of the
consistent basis to our costumers.
product life cycle and make changes that add
and the team has its feet on the ground.
How does the Everyday Low Prices
philosophy fit into this transformation
situation?
from a global strategy that was announced
in 2005 and was adapted to the situation on
The great transformation we are currently
sign that the customer sees and appreciates
What are the future expectations and
what initiatives will be taken to reduce
Walmart’s social and environmental
impacts?
making is related to processes and systems
what we are doing as part of our principle of
There is absolutely no doubt that our practices
and we have made another important step
playing a leading role in social and environ-
are constantly improving – and even being re-
with pilot projects for the systemic conver-
mental questions.
vised on some fronts – to ensure we achieve
differences in terms of sustainability, is a clear
the goals in the short, medium and long terms.
sion of our stores. To raise the company to a
high performance operation involves chang-
And in relation to suppliers?
This also includes all the initiatives related to
ing the foundations and structures and pre-
The industrial sector has a much greater en-
social responsibility and private social invest-
paring it for the future. It also requires cour-
vironmental impact than the retail industry in
ment which are having a strong impact on the
age and engagement to keep the team in
the productive chains so it is natural that the
communities where we are present.
Sustainability Report 2013
5
How we Created
This Report
GRI 3.5 | 4.17
Walmart Brasil is publishing its Annual Sus-
handling and relating to customers, employ-
city and interviews with customers and employ-
tainability Report on its economic, social and
ees, suppliers and other stakeholders who
ees in the store chain in other states – through
environmental performances from January 1
are part of its value chain. To understand and
a materiality test – and the company’s strategic
to December 31, 2012 in a new, lighter edito-
improve the scope of the report, the com-
priority issues were debated. During these
rial form. The company is following the guide-
pany held a Stakeholders Panel in 2012 which
two periods, the stakeholders evaluated as-
lines of version 3.0 of the Global Reporting Ini-
included senior management, customers,
pects in their economic, social and environ-
tiative (GRI) as it did with the previous annual
suppliers, employees, non-governmental or-
mental context, working practices, human
report. GRI 3.1 | 3.2 | 3.3
ganizations, the media, academics and trade
rights, and social and product responsibil-
associations. GRI 3.6 | 3.7 | 3.8 | 4.15
ity. The themes arising from this materiality
This report goes well beyond presenting in-
matrix, as with other issues regarded as im-
formation related to Walmart’s store and of-
Important issues for this report were identi-
portant for Walmart Brasil, are considered in
fice operation in Brazil. It aims to be a tool for
fied through an on-site meeting in São Paulo
detail in this publication.
MATERIALITY MATRIX
21
32
Importance for the stakeholders
Caption:
29
Environmental issues
4
30
11
31
12
27
15
10
13
28
16
26
19
8
18
1
3
23
24
Importance for the organization
6
17
20
25
14
2
5
7
9
6
22
Economic issues
Social issues
STRUCTURE OF THE REPORT
The business strategies, the challenges to
to and interacts with its strategic stakeholders
ensure that the products sold on the super-
– customers, suppliers, governments, associa-
market shelves achieve the most sustainable
tions and voluntary organizations, academic
production possible and how the company
institutions and institutional forums. GRI 3.5 |
contributes to the development of society
4.14 | 4.15 | 4.16 | 4.17
are described in three large chapters of this
report: Walmart, Suppliers and Society.
At the same time, a series of reports, articles
and interviews are featured which highlight
Each chapter presents the most important
some of the inherent challenges of the sector
themes indicated in the materiality matrix,
and the macroeconomic outlook. The aim of
the performance indicators and the com-
this content is to give the reader a better un-
pany’s policies and practices are covered in
derstanding of how Walmart Brasil manages
direct, simple language. A description is also
sustainability within its business strategy and
given in the report on how Walmart relates
how this has evolved over the years.
ECONOMIC DIMENSION
1 Economic and financial performance
2 Local economic performance
3 Indirect environmental impact
ENVIRONMENTAL DIMENSION
4
5
6
7
8
9
10
11
Use of materials and recycling
Energy consumption and generation for own use
Water consumption and reuse
Managing and impact on biodiversity
Control of emissions, effluents and waste
Environmental impact in the use of products *
Environmental investments and spending
Social and environmental management in the
value chain *
12 Sustainable buildings
1 3 Impact of climate changes on the business
LABOR PRACTICES AND DECENT WORKING
CONDITIONS DIMENSION
14 Work and relations between
employees and the company*
15 Health and safety at work
16 Training and development *
17 Diversity and equal opportunities*
HUMAN RIGHTS DIMENSION
18 Investment practices in business and human rights
19 Human rights aspects in the productive chain
20 Non-discrimination and eradication of slave labor*
SOCIAL DIMENSION
21
22
23
24
Impact on communities*
Combating corruption*
Company’s positioning in relation to public policies
Relationship with the competition
PRODUCT RESPONSIBILITY DIMENSION
2 5 Health and safety of customers in using the products*
26 Customer relations and satisfaction
27 Information about the product
(access and quality of information)
28 Communication and marketing
29 Conscientious consumption
30 Research & Development and innovation
31 Purchasing policies and practices
32 Product life cycles
(ecodesign/recycling/return after use)
GRI 3.4 | 3.9 | 3.10 | 3.11
B
Level of
Application
More information in
the GR index
Questions and
Suggestions
Department of Corporate Affairs
Avenida Tucunaré, 125 – Alphaville
CEP: 06460-020 | Barueri | SP
E-mail: [email protected]
Measurement
and Calculation
Techniques
The methodologies and
any alterations in the
criteria used for obtaining
the information/data are
described in the report
*Highly relevant themes.
7
walmart
GRI 2.8
Units in Brazil
547 521 479
2012
Revenues
(R$ billion)
25.9 23.4 22.3
2012
8
2011
2010
2011
2010
Walmart
Solid expansion and benchmark practices in the sector
make the difference in the company’s operations
PROFILE
Walmart was founded in 1962 when Sam Walton opened the first Walmart discount store in Rogers, Arkansas (USA).
Fifty years later, the chain consisted of more than 10,000 stores, with 69 brands in 27 countries. The company employs 2.2 million people who carry out its activities and serve their customers in a way that is inspired by the enthusiasm and entrepreneurial spirit of its founder.
Walmart has been in Brazil since 1995 and is an unlisted company controlled by Wal-Mart Stores, Inc. It had 547 stores
and warehouse membership clubs in 18 states, located in the Northeast, Center-South, Southeast and South regions
at the end of 2012. The head office is located in the town of Barueri in the metropolitan region of São Paulo and it has
regional offices in the cities of Porto Alegre (RS), Curitiba (PR), Salvador (BA) and Recife (PE). It also has 21 distribution
centers in 9 states. GRI 2.4 | 2.5 | 2.6 | 2.9
Canada
Walmart worldwide
UK
US
Japan
China
Ghana
Mexico
Uganda
El Salvador
Guatemala
Costa Rica
Honduras
Nicaragua
India
Nigeria
Brazil
Chile
Namibia
South Africa
Argentina
Tanzania
Botswana
Zambia
Malawi
Mozambique
Swaziland
Lesotho
Present in
27 countries
10,800 stores
2.2 million employees
Global revenues in 2012:
US$466.7 billion
9
walmart
GRI 2.2 | 2.3 | 2.7 | 2.8 | 3.6
Hypermarket
55 stores
present in São Paulo, Minas
Gerais, Rio de Janeiro,
Espírito Santo, Paraná, Mato
Grosso do Sul, Goiás States
and the Federal District
Supermarket
42 stores
located in Paraná, Santa
Catarina and Rio Grande do
Sul States
61 stores
in the States of Sergipe,
Bahia, Pernambuco,
Maranhão, Paraíba,
Alagoas, Piauí, Ceará and
Rio Grande do Norte
39 stores
21 units
located in Paraná State
68 supermarkets
in the States of Bahia, Sergipe,
Alagoas, Pernambuco, Paraíba,
Ceará, Rio Grande do Norte,
Piauí and Maranhão
in Rio Grande do Sul and Santa
Catarina States
Warehouse Membership Club
Wholesale
2
1
59 units
in the States of Paraná, Santa Catarina, Rio Grande do Sul, São
Paulo, Minas Gerais, Mato Grosso do Sul, Goiás, Alagoas, Paraíba,
Pernambuco, Bahia and Ceará
Neighborhood Market
175 units
located in the States of Bahia, Pernambuco, Paraíba, Alagoas,
Sergipe, São Paulo, Paraná and Rio Grande do Sul
27 clubs
of the chain in the States of São Paulo, Rio de Janeiro,
Espírito Santo, Minas Gerais, Paraná, Rio Grande do Sul,
Alagoas, Rio Grande do Norte, Ceará, Pernambuco, Goiás
and the Federal District
Special Division
Drugstores
Gas stations
Photo centers
Restaurants
Cafeterias
Virtual Store
The virtual store www.walmart.com.br was created in 2008 and attends consumers throughout Brazil.
The leisure and travel service was launched in 2012 through which customers can buy air tickets, make
reservations in hotels and restaurants and hire cars.
1. Operates according to the cash and carry concept, a self service model that is different from traditional retail as products are sold in large quantities or packaged with a number of Items for resale.
2. In this format, the customer (whether the end consumer or merchant) becomes a member of the club and pays an annual fee. It provides a mix of differentiated products, imports and with exclusive packaging.
10
BUSINESS CONCEPT
The Everyday Low Prices (EDLP) concept was introduced to Brazil in 2011 and is
Walmart’s main differential in all the countries where it operates. The aim is to
sell customers products at lower and more stable average prices than the competition. To uphold this strategy, the company also needs to work with an Every
Day Low Cost approach and pursues better negotiating models with suppliers
and greater efficiency in its processes to be able to offer the lowest prices and
maintain commercial sustainability.
A Walmart research team also carries out a weekly assessment of the prices of up to
Mission
Saving people
money so they can
live better.
7,000 items. This is one of the mechanisms that helps monitor and ensure that low
prices are maintained and increase customer satisfaction (see more on page 44).
The focus of the EDLP concept is to highlight the company’s appreciation of the
customer. It brings clients a series of advantages, such as the freedom to choose
which day of the week to go shopping and the certainty of always finding fresh,
top quality products and smaller lines at the checkout as they no longer need to
go to the stores on specific promotion days.
MANAGING RISKS
The Corporate Risk Management area makes an annual corporate assessment
of the risks to which the chain could be exposed. Four kinds of risks classified in
the anti-corruption category were submitted to a vote by the company’s senior
Vision
To be the best
retailer in Brazil in
the hearts and minds
of customers and
employees.
management in 2012. On this particular occasion the participants received training to strengthen the culture of integrity, risks and internal control. The assessment resulted in the creation of a risk matrix with mitigation plans that made the
anti-corruption risks visible and transparent, allowing the company to direct its
efforts to offset them with the weight they deserve. GRI SO2
All employees are presented with the Walmart Statement of Ethics on joining the
company and sign it. They also receive training in Walmart’s Anti-Corruption Policy
and related procedures. In 2012, 3,794 employees and 54 outsourced workers
from service providers were trained in the anti-corruption policies and procedures,
including the revisions of those policies which were made in 2012. GRI SO3
Walmart’s operating strategy and governance in Brazil are supervised by the
president and 11 vice-presidents, who have the freedom to adapt the company’s global guidelines to the domestic situation. This includes decisions related
to managing the business and sustainable and social responsibility actions. The
senior management must show their commitment to Walmart’s basic principles
and the company’s results, balancing professionalism with a humanitarian approach to business in such a way to ensure sustainable growth. GRI 4.7 | 4.9
Principles
• Respect for the
individual.
• Service to our
customers.
• Striving for
excellence.
• Acting with
integrity.
GRI 4.8
11
walmart
HISTORY OF WALMART BRASIL
12
1995
1997
1998
2000
Five stores
opened in Greater
São Paulo.
Chain stores
open in upstate
São Paulo.
Expansion to other
states, beginning
with Paraná.
The chain stores
start operating
in Minas Gerais
and Rio de Janeiro
states.
2005
2007
The acquisition of the Sonae Group’s
retail operation incorporates another
140 units to the chain and the BIG,
Mercadorama, Nacional and Maxxi
Atacado brands. Stores are opened in
the Federal District, Espírito Santo and
Goiás States. The Walmart Institute is
created in Brazil and Wal-Mart Stores, Inc
announces global sustainability strategy.
Walmart Granja Viana in São Paulo serves as a
pilot scheme for the creation of eco-efficient
stores, incorporating 24 sustainability
initiatives. Walmart signs a commitment
to the Movimento Conexões Sustentáveis
(Sustainable Connections Movement) and
joins its Executive Committee. The company
also joins the Grupo de Trabalho da Pecuária
Sustentável (Sustainable Livestock Working
Group) and the Fórum Amazônia Sustentável
(Sustainable Amazon Forum).
2010
2011
The Escola Social do Varejo (Social
School of Retail) is launched by the
Walmart Institute and looks after more
than 1,000 young people. The tracking
program Qualidade Selecionada.
Origem Garantida (Selected Quality.
Guaranteed Origin) is created. Walmart
proposes and signs the Responsible Fish
Purchasing Commitment Policy, thereby
publicly assuming responsibility with
the Fishery and Agricultural Ministry.
The first products within the End-toEnd Sustainability program
are launched.
The Everyday Low Prices concept is
introduced. Research institutes confirm the
company’s efficiency in providing customer
access to lower prices.
Walmart coordinates the creation of the
Movimento Empresarial pelo Desenvolvimento
Econômico da Mulher (Corporate Movement for
the Economic Empowerment of Women) known
as the Movimento Mulher 360 (Women 360
Movement), and concludes the second End-toEnd Sustainability program, with the launch of
another 13 products.
The company is the world leader within the
group with the creation of the Responsible
Beef Sourcing Buying Policy.
2001
2002
2003
2004
The first distribution
center is opened in Greater
São Paulo.
The first TodoDia store
opens in São Paulo city.
The Producers’ Club is
founded, created by
Sonae, a group Walmart
subsequently acquires.
The first
drugstore
within the chain
opens.
The purchase of the
Bompreço chain in the
Northeast leads to the
acquisition of 118 stores.
2008
2009
The chain’s drugstores start selling 500 generic
medicines at prices up to R$9.90. The virtual
store www.walmart.com.br. is founded. The first
eco-efficient store opens in Rio de Janeiro city and
Community Stores are opened in Salvador (BA). The
Cliente Consciente Merece Desconto (Responsible
Customers Deserve Discounts) program is launched.
The chain arrives in Mato Grosso do Sul State.
The Programa de Apoio à Implementação da
Floresta Nacional – Flona (Program to Support the
Implementation of the National Forest – Flona)
gets underway in Amapá State.
The Pacto pela Sustentabilidade
(Sustainability Pact) is signed by the
company’s main suppliers. Walmart
is named Empresa Sustentável do Ano
(Sustainable Company of the Year) in
the Guia Exame de Sustentabilidade
publication. The End-to-End Sustainability
project gets underway with the
participation of ten suppliers. The Sentir
Bem (Feeling Good) private-label brand
is launched. The eco-efficient distribution
center in Betim (MG) and Community Store
in Recife (PE) are launched.
2012
The first year of the Movimento Mulher 360 is
commemorated with all signatories to the initiative.
The Escola Social do Varejo (Social School of Retail) starts
sharing its methodology and technology internationally
through a partnership between Walmart at global
level and the Inter-American Development Bank
(IDB). The focus is on providing training and giving job
opportunities to young people in Latin America and the
Caribbean. Walmart Brasil also receives the Prêmio Época
Empresa Verde (Época Green Company Prize) from Editora
Globo in the Services category and is highlighted for its
Good Environmental Practices. GRI 2.10
13
REPORT | RETAIL
HEATED MARKET
RETAIL SECTOR INNOVATES TO SATISFY THE C CLASS
Juliana Rocha
The expansion of the middle class and the
The Instituto Data Popular defines the middle
“The retail sector noticed that a large vol-
higher purchasing power of this section of
class as people earning between R$292 and
ume of consumers had emerged. These are
the population have boosted the level of con-
R$1,019 a month or with household income
people who do not want to be treated as an
sumption in Brazil since 2008. The retail trade
of between R$1,100 and R$3,875. C class con-
upwardly mobile class or want a product to
has had to innovate in recent years to satisfy
sumers had a combined income of R$665 bil-
be exclusive to them,” says Nuno Fouto, direc-
the desires of this new consumer. Neverthe-
lion in 2012, according to figures from Data
tor of research and studies of the Programa
less, many challenges remain, such as fore-
Popular. This is much higher than the GDP of
de Administração do Varejo – Provar (Retail
seeing the coming trends and kind of perfor-
Switzerland, Chile or Norway. They consume
Program) at the Fundação Instituto de Ad-
mance this group will demand.
R$1.03 trillion a year which also highlights
ministração (FIA) business school.
the impact of credit on this market.
There are currently 104 million people within
Since the international crisis broke out in
boosted demand for electro-electronic prod-
in Brazil. This is equivalent to the population
2008 and worsened in 2011, economists
ucts, travel and even new items for the table.
of Germany or four times that of Colombia. A
have noted that the Brazilian economy has
Demand for electro-domestic white line prod-
combination of factors led to a large section
been buoyed up by domestic consumption.
ucts came to an estimated 4.9 million stoves,
of the Brazilian population rising to this class:
For example, while GDP grew by only 0.9% in
4.6 million refrigerators and 4.3 million wash-
a fall in unemployment, higher income and
2012, retail sales expanded by 8.4%.
ing machines in 2012. Sales of televisions
lower interest rates.
14
The higher purchasing power of the C class
the middle class which is known as the C class
amounted to 7.3 million and 4.8 million sofas
Fouto says retailers aim to meet the desires of
tiated. These stores used to exist only for the
were sold, according to the Instituto Data
the C class by innovating and offering prod-
public that wanted to save money but they
Popular.
ucts and brands that are positioned for the
have now become more luxurious,” he adds.
luxury market and higher class but with acDemand for mobile phones was 15.8 million
cessible prices for the average income group.
The profile of the middle class consumer has
handsets while 11.3 million laptops and 6.8 mil-
Large department store chains, for example,
also changed when it comes to the table. Fou-
lion tablets were sold. The growing popular-
are creating collections with upmarket de-
to mentions yogurts, cookies and special fruit
ity of these appliances and internet access
signers. Furniture and design stores have also
juices which have entered the list of products
also boosted the potential for on-line retail
launched collections with more accessible
the C class buys in supermarkets. Meanwhile,
sales, says Ricardo Pastore, coordinator of the
prices and even luxury car manufacturers are
consumption of health and beauty products,
Retail Studies Center of the Escola Superior
making popular cars.
cosmetics, creams and diapers has risen. “We
de Propaganda e Marketing business school
are seeing a sophistication in consumption.
(ESPM). “The challenge now will be to under-
Pastore of the ESPM perceives the demand
Some products are rising much faster than
stand what middle class people want to buy
from the middle class for products that are
the average in the growth of retail sales.”
on-line,” he adds.
launched more directly at the higher classes.
He points out that there are also popular
The new middle class also has a new consum-
signs that influence culture, style and con-
er profile marked by social mobility. Women
sumption. “Popular consumption ends up
are an important part of the new market as
being adopted. The popular market is very
their income has risen by 60% more than
strong in Brazil,” Pastore says.
men’s over the last 10 years.
Another trend which is strengthening among
The new C class profile also includes young
Brazil’s middle class is to buy in the wholesale-
people who make up 55% of this section of
retail market (“atacarejo”). These are chains
the population and black people who ac-
that sell goods in large packaging at lower
count for 75% of those who have passed into
prices on the retail and wholesale side. “The
the middle class in the last decade.
new consumer likes the feeling of being sa-
Middle Class
in Figures
R$1.03 trillion
is the consumption per year
R$665 billion
is the turnover
R$1,100
to R$3,875
is the monthly income
range of the C class
104 million
Brazilians are in the middle
class known as the C class
Source: Instituto Data Popular
15
walmart
PEOPLE
GRI 2.8
Walmart employs 82,383 people in Brazil and one of its principles is to promote the personal and professional development of its workforce. This
way of operating and managing its professional staff is part of the corporate culture, which is based on the respect for the individual, serving
customers and striving for excellence – values practiced by its founder Sam Walton.
TOTAL EMPLOYEES BY GENDER AND REGION
GRI LA1
29,481
employees
Northeast
35.8% of
of the total
51.4%
48.6%
2,196
employees
Midwest
44.6%
19,070
employees
Southeast
South
44.6%
employees
31,636
38.4%
of the total
41.4%
58.6%
2.7%
of the total
55.4%
23.1%
of the total
55.4%
TOTAL NUMBER OF EMPLOYEES 12/31/20121
For undetermined period or permanent
For determined period or temporary
1,637
Part-time
1,049
Interns
35
Trainees
83
Total
1. Walmart does not publish figures for outsourced and self-employed workers.
2. This number represents the entire workforce of Walmart Brasil, including interns and expatriates.
16
79,579
82,3832
STRONG CORPORATE
CULTURE ON DAILY BASIS
All employees
work based on
respect for the
individual, service
to our customer
and striving for
excellence
1.6
million
hours of training
were held in 2012
DIVERSITY
IN THE
WORKPLACE IS
ENCOURAGED
ON A DAILY
BASIS,
HIGHLIGHTED
BY GENDER
EQUALITY
TOTAL NUMBER
OF EMPLOYEES
BY GENDER
45.8%
54.2%
17
walmart
Training offered by Walmart to employees
GRI LA11 | 4.4 | 4.9
Merchant’s Academy
District Schools
A training program based on a similar one developed by Walmart
This was carried out in 2012 with the aim of developing the
in the United States which was adapted to the Brazilian team’s
leadership and bringing a greater impact on our operations
needs. Two experimental compact training modules were held
through behavioral and technical themes.
during the year.
The course ranges from sale assistants to senior managers and
The subjects covered were EDLP and Negotiating. A Logistics
100 Mulheres na Liderança
(100 Women Leaders program)
Academy is scheduled to be launched in 2013.
To strengthen the female presence at leadership level, Walmart
aims to create sales staff with technical skills and behavior.
Food Safety
Training on the issue was reformulated to ensure it was assimilated
by the participants, based on the model used by Walmart in the
invested in the development of 100 women to leadership
positions, mainly in operations. The program lasts six months
and includes practical and theoretical lessons, speeches,
workshops and mentoring sessions with senior management.
United States that was certified by an American university. The
Brazilian version was used for 100% of the store leadership to
simplify the actions in the chain’s units.
Warehouse Membership Club
To maintain and expand the base of Sam’s Club members, 100% of
Escola de Líderes (Leaders School)
Meeting of the company’s senior leadership with directors
and managers from the stores. In 2012, the Leaders School
development workshops were held for the target public of the
entire leadership of the stores, clubs and distribution centers.
the attendance team was trained in modules aimed at ensuring the
satisfaction of customers served by this format.
Training in Sustainability
The concepts of sustainability and conscientious consumption
were presented on video. Around 94% of employees were
trained in 2012 (see more on page 22).
18
Employees throughout Brazil work according
in the year, increasing the focus on the im-
to the main operating principles established by
pact which each training event brings to the
the Walmart Way of Working concept. This me-
business. As a result, the number of training
ans taking an ethical approach and acting with
events offered was reduced and investments
integrity, pursuing solutions to satisfy customers
were made in improving the quality of the
and helping them by offering products within
content (learn more in the table on page 18).
the Everyday Low Prices concept. Walmart gives
GRI LA10
priority to hiring local people when opening
new stores to bring it closer to the community
All staff undergo an annual performance
and help develop the economy. GRI EC7
evaluation which considers the skills the
company regards as essential for business.
To achieve its business objectives, the com-
The process is reviewed on a half-yearly ba-
pany has invested in training and improving
sis and carried out through a meeting with
the skills of its employees. Staff received 1.6
the leaders and results in the creation of the
million hours of training in 2012, equivalent
Individual Development Plans. GRI LA12
to 20 hours each. Walmart also revised its
portfolio of courses and programs on offer
100%
OF EMPLOYEES
UNDERGO
AN ANNUAL
PERFORMANCE
EVALUATION
19
walmart
GRI LA3
MAIN BENEFITS
Meals
Life insurance
Medical and dental assistance
Maternity leave extent
Payroll loans
Drugstore discounts
Christmas Kits
Emergency loans
World Conference on Women in partnership with the Working Mother Media which focused on developing women.
The company ended 2012 with 44,639 women employees,
equivalent to 54.2% of the headcount. More women than
men were hired last year and represented 54.9% of total
hires. Women distributed in leadership positions – managers, directors, coordinators and supervisors in stores, corporate offices and distribution centers – amounted to 1,072,
or 32.9%* of the total.
In terms of people of different racial backgrounds, the
DIVERSITY, REMUNERATION AND BENEFITS
number of black people and those who regard themselves
as being of mixed race came to 31,829, which correspond
Fostering diversity and inclusion in the workplace is one of
to 38.7% of the workforce. This group accounted for 18.8%
Walmart’s goals. The company focuses on including people with
of leadership positions. GRI LA13
deficiencies and combats any form of discrimination based on
race, sexual orientation, religion and gender.
Walmart also makes no wage differentiation by gender and
does not undercut the legal minimum wage. A minimum
One of the highlights of 2012 was the action taken to achieve
and maximum level is established for each function and
gender equality and appreciate women’s role. One example
there may be some differences due to regional factors,
was the adhesion of the directors to the Conselho de Mulheres
weekly workload, time with the company, professional ex-
do Walmart Brasil (Walmart Brasil’s Women’s Council). The Council
perience and performance. The company also has the Pro-
has 17 members, 11 women and 6 men, who work in differ-
grama de Participação nos Resultados – PPR (Profit-Sharing
ent areas of the company. Since its creation, the group has held
Plan) which encourages workers to exceed set targets and
discussions on development and careers which led to initiatives
results and make additional gains. GRI LA14
such as Mentoramento para Mulheres and 100 Mulheres na Liderança (Mentoring Programs for Women and 100 Women Leaders
Walmart has relations with over 100 labor unions in Brazil.
program) (further information on page 49).
It imposes no restrictions on employees joining unions. All
workers are covered by collective bargaining agreements
20
At the same time Walmart, in partnership with the International
and other policies related to health and safety, including
Women’s Forum (IWF), organized the Investing in Women Leaders:
those dealing with practices recommended by trade as-
a Positive Change conference which was attended by 40 of the
sociations. There are variations in the issues covered by
company’s executives in Brazil. Another event promoted during
the Collective Working Agreements for each region of the
the year was the participation by Walmart representatives in the
Country. GRI LA4
* Women make up 19.6%.of the company’s senior management
(president, vice-presidents and directors).
ARTICLE | TALENTS
CAN YOU PLAN
YOUR CAREER?
Alexandre Santille*
New technologies and accelerated business
lack of information on how the future will
growth have reduced professionals’ ability
turn out makes this process difficult and that
to foresee the job market, forcing them to
is why it is important to identify the skills that
constantly reevaluate their careers. The front
will remain essential as time goes by.
runners in this state of change are those who
plan ahead and train themselves by combi-
Many people who have been working for ye-
ning the current needs of the market with
ars sometimes resolve to make a complete ca-
their own aspirations, values and skills.
reer change. This occurs when people notice
in mid stream that they are not where they
Taking care of your career requires strategy,
wanted to be and decide to reinvent their
time, dedication and discipline. However,
professional lives. In this case, a lot of courage
before thinking of these aspects it is worth
is needed to perform a new role and all its di-
knowing that most people make mistakes not
fferent activities.
because of any lack of information about the
market but about themselves. As a result, the
To avoid this kind of disappointment people
better understanding an individual has of his
are recommended to assess their own em-
or her attributes – skills, values, interests and
ployability at least once a year and reflect on
personality – the more precise will be his or
where they want to go and what path to choo-
her choices and subsequent satisfaction.
se. Reviewing objectives and projects on a regular basis helps to position the career in the
The ideal position is to have a better idea of
right direction without failing to take advanta-
one’s own motivating forces and a clearer
ge of the opportunities that the market offers.
view of the possibilities of working while still
keeping an eye open for new opportunities
It is no easy task to carry out all this analy-
that arise.
sis alone and it is worth obtaining help from
experienced people. The choice of a mentor
Nowadays, there are a number of options to
may be made by the professional or the com-
choose from. While some professionals look
pany. In this case, the mentor should not only
for promotion by rising through the organi-
have the ideal behavioral techniques but also
zation hierarchy, others try to develop them-
technical knowledge and help in developing
selves horizontally, through opportunities in
the work within the organization.
other functions or areas, expanding their knowledge and undergoing different challenges.
Therefore, one of the biggest challenges in
Some professionals tend to specialize, beco-
managing one’s career is to take the initiative
ming experts in certain subjects, while others
and look for the common denominator be-
prefer a more systemic view of the business.
tween your values, skills and what the market
* Graduate
in Business
Administration
from the FGV, with a
master’s degree from
PUC SP and doctorate
in Experimental
Psychology from
USP. He is currently
CEO of LAB SSJ,
learning solutions
consultancy.
needs. This thought should be borne in mind
The ideal in this situation is not to think about
in all professional phases as each period will
a dream job but how to develop skills. The
bring new challenges.
21
walmart
SUSTAINABILITY MAnagement
GRI 4.4 | 4.11 | 4.16 | 4.17
Walmart Brasil works in alignment with the
The initiatives that deal with Climate and En-
tives. The eight platforms are: Supply Chain,
concept of sustainable development, which
ergy and Waste are carried out in the Walmart
Construction, Logistics Chain, Zero Impact
means that today’s resources should be pre-
stores and other operating areas and also
(waste management), Raw Material, Climate
served and used correctly so they will not
affect customers and society. The initiatives
and Energy, Conscientious Customers and
be scarce for future generations. To do so,
related to the More Sustainable Products pil-
Conscientious Employees.
it encourages changes in the standards of
lar is developed with Walmart suppliers (learn
production, consumption and use of natural
more about this on page 31).
RAISING AWARENESS
Raising the employee’s awareness is a strate-
resources. The company has three strategic
pillars which uphold its sustainability man-
These three themes are put into practice
gic focus of this approach. Initiatives such as
agement: Climate and Energy, More Sustain-
through eight platforms structured on work-
Mobiliza Geral (General Mobilization), the sixth
able Products and Waste.
ing groups with defined goals and objec-
version of which was held in 2012, and the My
Sustainability Plan (MSP) show how concepts
THEMES FOR THE MY SUSTAINABILITY PLAN
My Life
Responsible
purchasing
Community
Less impact from
consumption habits, such
as not acquiring pirate
products and giving
preference to items
from companies that are
recognized as operating
correctly.
Encouraging citizenship
behavior, such as voluntary
work, conscientious
voting, not parking in
places reserved for people
with deficiencies and the
elderly, not throwing litter
on the street etc.
My Planet
Encouraging
the reduction
of wasting and
reusing water.
22
Practicing sports,
walking etc.
Water
Exercises
Energy
Encouraging
employees to spend
more time with their
families.
Family
My Health
Waste
Encouraging the
reduction of waste of
electrical energy and
oil by-products, such as
fuel, helping to combat
global warming.
Making efforts to
reduce waste and, in
turn, the consumption
of natural resources
by adopting selective
collection, for example.
Guidance on the
consumption of
healthier products
and/or in the right
quantity.
Food
Smoking
Supporting
anti-smoking
measures and
also encouraging
those you know to
give up smoking.
related to conscientious consumption and
social and environmental responsibility can be
adopted on a daily basis.
The General Mobilization is a training program
to publicize the company’s practices and initiatives that may be incorporated into work
or personal activities, as well as actions by the
employees themselves which serve as an example and are shared. Last year, the training
video covered the concept of sustainability
and conscientious consumption focusing on
waste. Since it began in 2007, General Mobilization has been developed in partnership with
the Instituto Akatu pelo Consumo Consciente,
a respected voluntary organization.
The MSP encourages the employee to adopt
sustainable practices in three categories of action – My Life, My Planet and My Health. Each
one of these has sub-themes setting personal
ways of making its processes more efficient
effectively to risks and opportunities from the
and use natural resources in a more rational
impact and dependency of their companies in
way. In 2012, the company became involved
the ecosystems. Walmart is using this methodol-
can also be seen in initiatives such as the Clube
in the Parceria Empresarial Pelos Serviços Ecos-
ogy in the beef area, particularly from the Ama-
da Solidariedade para Emergências (Solidar-
sistêmicos – PESE (Business Partnership for
zon region in order to understand the impacts
ity Club for Emergency) run by the Walmart
Ecosystem Services) that brought together
and dependencies related to biodiversity and
Institute. Workers have made donations totaling
eight companies. GRI 4.13
the ecosystem services of that region. The expe-
goals which employees can choose.
The result of the conscientious raising actions
rience will be part of the learning curve for the
R$780,750 that have helped around 400 employees since the initiative’s launch 3 years ago.
PESE’s aims are: helping to understand and
future replication of the methodology in other
manage the impacts and dependencies on
products and regions.
More than R$305,000 was raised In 2012
biodiversity and ecosystem services, develop-
alone and 79 needy employees benefited
ing business strategies that promote a balanced
PESE is also coordinated by the Centro de Estu-
from the support of the fund, maintained
ecosystem and show the business value of this
dos em Sustentabilidade da Escola de Admin-
with voluntary and monthly contributions of
practice, exchanging experiences and publiciz-
istração de Empresas de São Paulo – FGVCes
R$1, R$5 or R$10. The company contributed
ing success cases and the constant develop-
(Study Center on Sustainability of the São Paulo
the same amount as the employees. Of the
ment for the corporate management of ecosys-
Business Schools Administration Center), the
current workforce throughout Brazil, 13%
tem services.
Conselho Empresarial Brasileiro para o Desenvolvimento Sustentável – CEBDS (Brazilian Busi-
make contributions. GRI EC8
ENVIRONMENTAL IMPACTS
The methodology used in the partnership stud-
ness Council for Sustainable Development) and
ies is the Ecosystem Services Review (ESR). This is
the World Resources Institute (WRI). Its main fi-
Walmart assesses the impact of its opera-
a pioneering method to guide corporate man-
nancing comes from the United States Agency
tions on the environment in order to find
agers in developing strategies which respond
for International Development (USAID). GRI 4.11
23
Environment
ENERGY
GRI en3 | EN4
The Climate and Energy pillar of Walmart’s
sustainability management reflects the company’s target of having 100% of its energy
supplied from renewable sources. In 2012,
Walmart Brasil officially began migrating its
replacing the old refrigeration equipment
CONSUMPTION OF
DIRECT ENERGY (GJ)
and this increased the emissions in 2012 in
Brazil. This prevented the target being met
but also created the conditions needed to
stores to the free energy market where 100%
bring about a significant fall in emissions
of the supply will come from renewable en-
from 2013. The new equipment requires less
ergy sources from small hydroelectric and
maintenance and has lower GHG emissions.
biomass plants. Forty-nine units migrated in
74,419.5
2012 and the aim is to expand the program
gas
to another 90 by the end of 2013. These units
will correspond to around 40% of total en-
The impact of the logistics on the emissions has also been considered. Transporting
goods creates pollutants and greenhouse
ergy consumed.
3,246,104.9
energy
This change will also eliminate the need
gases. To reduce them, the company is working to integrate the logistics management
more with other areas to promote an align-
to use diesel generators at peak periods,
ment to the business needs through more
thereby reducing greenhouse gas emissions
sustainable practices.
487,731.3
and pollutants. As the diesel generators are
disconnected, there will be an additional
diesel
Walmart is developing initiatives to increase
benefit in the reduction of fuel transported
vehicle efficiency in partnership with sup-
to the stores and the emissions generated
pliers. These include the use of deflectors
by this transport. Direct energy consump-
and reducing trips with empty trucks. It has
tion in 2012 came to 3,808,255.7 GJ and indi-
Another commitment for 2013 is to intro-
also been increasing the use of vehicles in
rect energy consumption to 901,695.8 MWh
duce a best practices program to reduce
its fleet with the Euro 5 engine technology
(3,247,014.04 GJ), 13.1% higher than 2011,
consumption in the stores which will include
which reduces pollutant gas emissions into
due to the opening of new stores.
employee training. The company will also
the atmosphere. Furthermore, the company
begin an Energetic Efficiency Project. This will
is renewing its fleet of private cars used by se-
One of Walmart Brasil’s goals is to have its new
involve investments on replacing existing
nior management with flex motor vehicles to
stores 25% more efficient in energy consump-
equipment with others that are more effi-
maintain a more sustainable logistics system.
tion. The new units that come into operation
cient and a pilot program for self-generation
were designed to be more efficient and the
in energy from renewable sources.
results will be seen during 2013.
24
releases the gases contained in the system
Another initiative in the logistics area that
will have long-term results is the Walmart
EMISSIONS
Brasil Transport Sustainability Forum, which
In 2012, Walmart replaced refrigeration
The Climate and Energy pillar of Walmart’s
was held for fifth time in 2012. The event is
equipment in more than 200 existing stores.
sustainability management aims to reduce
a platform for engagement with suppliers
The new equipment uses less energy and
greenhouse gas emissions (GHG) by 20% in
from the transport market, industry, aca-
has lower greenhouse gas emission indices.
the stores by 2012 and by 30% in the new
demic institutions and the public sector.
There will be also other efforts to increase
stores. This goal has been achieved globally.
energy efficiency in the company’s buildings
The biggest GHG generation in Brazil comes
during the year.
from the refrigeration system. The process of
ECO-EFFICIENT STORES
Walmart’s eco-efficient stores are the result
System (EMS), the use of LED lighting in
of the company’s strategic sustainability vi-
a number of areas – such as parking lots,
sion which brings together the Climate and
sales floor, stockrooms, preparation and
Energy, Waste and More Sustainable Products
cold rooms – and the reduction in energy
pillars. Since 2009, all the new hypermarket
consumption in the refrigerator and frozen
stores have adopted the guidelines in the
storage areas, whether by placing doors on
Sustainability Initiatives Menu which includes
the display units or by replacing them with
solutions to be used at the beginning of the
walking cooler/freezer equipment. Walmart
works and in their daily operations.
will increase its investments in initiatives in
the coming years which will bring a faster
Among the outstanding eco-efficient im-
return in the areas of energy, water and re-
provements developed in 2012 were: the
frigeration in alignment with the company’s
improvement in the Energy Management
best international practices.
THERE ARE AROUND 60 POSSIBLE INITIATIVES BEING
ADOPTED IN BUILDING AND REFORMING STORES.
GET TO KNOW SOME OF THEM:
Skylights in the roof allow natural lighting to be taken
advantage of, thereby reducing energy consumption.
• Reducing the height of the roof leads to a less
air conditioning equipment, thereby reducing
energy consumption.
• Water-based paints have fewer pollutants.
• Restrooms with automatic taps and double action
flushing systems help reduce water consumption.
• Store signs and communication material can be made
from recyclable material and be recycled at the end of its
working life.
• Installing concrete blocks with grass in parking lots in a
way that helps absorb rainwater.
• LED type fluorescent lamps inside the stores consume
less energy.
• Replacing gases that damage the atmosphere with fluids
based on water in the store refrigeration system.
25
walmart
WASTE
Managing waste is one of Walmart’s sustain-
The waste management strategy goals also
utes to job and income generation for street
ability strategy pillars and the company’s
led to a reduction of 5% in the use of pack-
collectors who form cooperatives that oper-
global aim is to stop sending solid waste from
aging throughout the supply chain by 2013,
ate in partnership with the company. The col-
its operations to landfills by 2025. The Zero Im-
as well as a reduction of 50% in consumption
lection points, which will be expanded to the
pact program was introduced to Brazil in 2008
of plastic bags. This last goal was achieved by
stores that are still not part of the program, are
and is one of the main means of doing so. It
the end of 2012. The company has reduced
an initiative aligned to Brazil’s National Solid
establishes 5 complementary and consecu-
the number of plastic bags distributed in the
Waste Policy which aims to establish a national
tive steps which should be adopted in all the
stores by 1.4 million units or 5.1 tons of plastic.
reverse logistics process to receive products
units, including stores, offices and distribution
This result was achieved through the Cliente
and packaging after consumption.
centers (see table with the percentages of mate-
Consciente Merece Desconto program (Respon-
rials destined for landfills, recycling, turning into
sible Customers Deserve Discounts) which of-
Further to the collection of batteries and
compost and animal feed on page 27). Walmart
fers a R$0.03 discount for every 5 products the
mobile phones that began in 2011, another
generated waste of 92,947 tons in 2012, of
customer buys that do not use plastic bags.
initiative was put into practice last year which
which 40% was not sent to landfills. The year
The total amount of the discount granted by
focused on the reverse logistics of drugs. Col-
2012 was marked by a process in which the
the program came to R$1.06 million in the
lecting boxes were placed in Walmart’s drug-
procedures for the approval of services pro-
year, equivalent to 30 million bags.
stores in the States of São Paulo, Rio Grande
viders were reformulated. This was reflected
do Sul and Pernambuco for customers to
in the improved performance of the stages
Part of the company’s commitment in this
dispose of drugs when the validity period has
of the Zero Impact program for 2013, in ac-
area also involves consumer participation.
expired. The waste collected that poses a risk
cordance with the company’s Ethics & Compli-
Customers have 250 recycling stations avail-
to human and animal health is separated and
ance Policy.
able to collect glass, paper and cardboard,
transported by accredited companies which
plastic and metal. This initiative also contrib-
carry out this kind of work.
DIRECT MATERIALS IN 2012 GRI en1
(TONS)
non-renewable
189
504
863
A4 paper
polystyrene
Bandejas
trays
poliestireno
stretch
film
6,880
401 5,113
total
food
film
plastic
bag
142
total weight of
recyclable input
2%
percentage of
recyclable input
26
MATERIAL CONSUMPTION
GRI en22
Material
Destination
Weight In tons
2012
Paper and cardboard
Recycling
26,578.9
Plastic
Recycling
2,850.7
Metals
Recycling
303.9
Wood
Recycling
1,036.5
Glass
Recycling
72.6
Fluorescent lamps
Recycling
15.2
Oil
Recycling
3.8
Compost and animal feed
5,169.1
Electronic
Recycling
4.4
Vegetable oil
Recycling
98.0
Bottles and cans
Recycling
39.4
Tires (unit)
Recycling
-
Batteries
Recycling
27.3
Organic
Others
5.4
Total waste
92,947.7
Waste sent to landfills
55,970.1
Organic products sent for compost or animal feed
5,169.1
Total recycled or reprocessed waste
5,183.8
Total waste diverted from landfills
Percentage diverted from landfill
36,977.6
40
27
ARTICLE | SOLID WASTE POLICY
IN THE Minds AND
HEARTS OF
CONSUMERS
André Vilhena*
28
There are 7 billion people on the planet and if everything
Waste Policy (local acronym PNRS) in 2010. This new law is in-
works out, the population will continue to grow – as will con-
novative in many aspects and is helping the country mobilize
sumption. Although billions of people still live in poverty, the-
in pursuit of solutions. The retail sector has its part to play as
re has been a notable reduction in misery in a number of parts
no other sector of the economy communicates more with the
of the world. The demarcation of this poverty line is controver-
consumer. The retailer has great power to influence people
sial and has raised heated debates. Many people say they are
and change habits.
pleased with little while others are unhappy even with a lot.
The PNRS created a modern concept of shared responsibility
The pursuit of practical solutions is an inevitable aspect of
for dealing with items after consumption. It lays down indi-
consumption. We are increasingly unwilling to waste time
vidual and associated actions involving consumers, industry,
cooking (unless it is a hobby), cleaning, washing and repairing
retail, street collectors, recyclers and public authorities. The
things. We prefer to spend our time on leisure, improving pro-
law is regulated through sector agreements in which the roles
fessional skills, getting to know people and expanding our so-
of each player are defined. Without the combination of efforts
cial connections. Industry and commerce make great efforts
and efficient governance, we will be unable to make the jump
to meet this demand on a daily basis. Conquering the hearts
in the quality in solid waste management in Brazil that we
and minds of consumers is an intense battle fought in the ba-
have been dreaming about.
ckground by highly qualified professionals from different business areas. However, these minds are also constantly chan-
Walmart Brasil is among the most proactive of the retailers.
ging which increases the speed of the transformations and
The analysis of its initiatives helped in the creation of speci-
puts even greater pressure on the business sector. Tomorrow’s
fic topics for the new Brazilian law. Its projects should inspire
consumers will be different from today’s. They will certainly
the entire sector while obviously respecting the differences
be looking for even more diversified attributes in their con-
in the size of each business. However, the essence does not
sumption choices. Every human and business activity creates
change. Store space cannot be turned into a recycling shed
some environmental impact. If we could learn how to control
but complementary actions that encourage changes in con-
its collateral effects, we would achieve sustainable develop-
sumer behavior are important and welcome in the pursuit of
ment. Can we do this? It would be frightening if we reached
the goals established for the first phase of the National Solid
the conclusion that it would be an impossible task.
Waste Policy.
The change in consumption standards has brought a huge
problem to urban centers. As we pursue practical solutions
and the quality of the products is maintained, we are creating
more dry waste in increasingly more populous urban areas.
There are many reasons for this concentrated population in
large urban centers. How do we face up to this challenge?
Where will we put the waste? Are today’s consumers bothered about this issue? The answer is yes and there is this
concern in Brazil. Thanks to the commitment of a number of
sectors of our society, Brazil finally approved its National Solid
*Executive director of Compromisso
Empresarial pela Reciclagem – Cempre
(Business Commitment for Recycling),
member of the Conselho Superior de Meio
Ambiente da Fiesp – Cosema (Superior
Council for the Environment) and
executive director of the Global Alliance for
Recycling and Sustainable Development.
29
Suppliers
COMMITMENTS
ASSUMED BY
WALMART BRASIL
GRI 4.12
The Sustainability Pact was signed with
Walmart Brasil’s main commercial suppliers
in 2009 and led to a series of commitments
that guide the sustainability management
in the supply chain and cover questions of
social and environmental responsibility in
the Brazilian Amazon region.
Livestock Pact
Walmart Brasil has committed itself
not to take part in the financing, use,
distribution, sale and consumption of
livestock products that involve any illegal
activity in the value chain, particularly
deforestation and slave-like labor.
Timber Pact
This agreement promotes the financing,
production, use, sale and consumption of
timber and forestry products with sustainable
origin certification.
Soybean Pact
This agreement establishes restrictions on
the financing, production, use, distribution
and consumption of soybean grains (fresh
or processed) that originate from areas
where there has been illegal deforestation
in the Amazon biome.
Pact for the
Eradication
of Slave Labor
This contract establishes commercial
restrictions on companies and/or bodies
identified as using slave-like labor
practices in their productive chain.
30
Suppliers
GRI 4.13 | 4.16
Encouraging small producers and extending responsible
activities are some of the practices to ensure healthy
safe food
Walmart has a network of suppliers that cov-
mental aspects with the same discipline as
Wide-ranging and challenging initiatives, such
ers more than 7,000 companies of different
its commercial and financial management.
as the End-to-End Sustainability program en-
sizes and productive segments. The com-
This is done through a sustainability plan
courage suppliers to develop solutions that re-
pany is committed to building ethical, trans-
that is discussed and established with the
duce the impacts throughout the value chain,
parent relationships that promote sustain-
supplier (Joint Sustainability Plan).
right from the extraction of the natural re-
able development and the strengthening of
sources to the post-consumption stage. In the
regional companies. As a result, it can offer
Forming solid partnerships with suppliers is a
second edition of the program, for example, 13
increasingly more products with sustainabil-
job that needs to be continuously improved.
companies agreed to take on the challenge of
ity differentials, one of the pillars on which its
Dialogue with partners, researchers, NGOs
creating a product with lower environmental
business is founded (read more on the strate-
and government sectors provide support
impact and succeeded (see the results highlight-
gic pillars on page 22).
for a number of commitments directed at a
ed on page 32). A total of 23 companies have
more sustainable future. Walmart takes part
taken part in the program since the first edition
The company handles this area by working to
in several such initiatives, such as the discus-
was held in 2009.
strengthen communication channels, tools
sions of the Grupo de Trabalho da Pecuária
and projects which ensure that the products
Sustentável (Workgroup for Sustainable Cattle
Walmart’s private-label brand products are
sold in the stores are aligned to the Everyday
Raising), Movimento Conexões Sustentáveis
an important source of promoting changes
Low Prices philosophy. The products should
(Sustainable Connections Movement) – which
in the value chain concept as they allow in-
also originate from the rational use of natural
is a signatory to the Pactos da Madeira, da
novation in the productive processes and
resources and encourage the social and eco-
Soja e da Pecuária (Timber, Soybean and Live-
undertaking of good social practices and
nomic growth of local communities.
stock Pacts) – and the Movimento Empresarial
environmental care commitments. There are
pela Biodiversidade (Corporate Movement for
more than 1,700 products in different cate-
The success of this strategy stems from the
Biodiversity), Fórum Clima – Ação Empresarial
gories. Walmart reduced the packaging ma-
engagement of its value chain, with the
sobre Mudanças Climáticas, Fórum Amazô-
terial of many of its products in 2012, such
commercial partners playing a highly im-
nia Sustentável (Sustainable Amazon Forum),
as the soap Sabonete Antibacteriano Equate
portant role. This is because only 8% of the
Compromisso Empresarial pela Reciclagem
(by 35%) and the Absorvente Equate absor-
environmental impact of the Walmart value
– Cempre (Business Commitment for Recy-
bent (by 19%). It also launched a Refil de
chain is directly caused by the company’s ac-
cling), Conselho Empresarial Brasileiro para o
Sabonete Antibacteriano refill with 85% less
tivities, according to a survey carried out in
Desenvolvimento Sustentável – CEBDS (Bra-
packaging than a conventional flask in this
2005 by the American consultancy Blue Sky.
zilian Business Council for Sustainable De-
category. Other good examples of more sus-
To manage its various sustainability initia-
velopment) and the Green Building Council
tainable packaging are the Ovo de Páscoa
tives with the suppliers’ chain, the company
Brasil (GBC). Walmart is also a partner of the
Sentir Bem Easter egg with reusable packag-
monitors and analyses social and environ-
Instituto Ethos.
ing and the Sacos para Lixo Bom Preço litter
31
Suppliers
bags, with 51% green polyethylene (originating from sugar cane, a renewable source)
and 49% recycled polyethylene.
MANAGING
THE CHAIN
All the private-label brands cardboard pack-
The value chain involves various stages of the
aging is certified by the Forest Stewardship
productive process. It ranges from the extrac-
Council (FSC). This certification guarantees the
tion of natural resources needed for produc-
origin of the wood and all the process stages
tion and the final consumer attendance, in-
and guides consumers on choosing products
cluding the proper disposal of packaging and
that do not harm the environment. This also
the waste generated. To achieve a more sus-
helps the social and economic development
tainable consumption level, all the links in the
of the forestry communities. At the same time,
chain must be connected and care taken to
the packaging is used to publicize information
improve their activities. The retail sector, par-
on sustainability and recycling. The message
ticularly supermarkets, can carry out an impor-
also appears in braille to show respect for blind
tant role in the pursuit of sustainable practices
consumers and help them choose and be in-
by modifying their processes as well as posi-
dependent in their daily lives.
tively influencing suppliers and consumers.
With this in mind, Walmart’s private-label
For this reason, the Walmart global Sustainable
brand joined the End-to-End Sustainability
Agriculture platform that presents targets on
program, a company initiative to encour-
three pillars – support for small and medium-
age industry to develop more sustainable
sized producers and their communities, ef-
products. Improvements were developed in
ficiency in production and reducing waste
the second edition through the Sentir Bem
and increasing quality control, and the origin
brand from the planting of oatmeal grain to
of products – performs a fundamental role. To
the disposal of the packaging. There was a
control the more sustainable origin of the agri-
reduction of 208 tons of waste generated in
cultural products, Walmart established global
the production and savings of 1,640 kilos of
targets for two greatly consumed products
packaging material over a year. GRI EN27
that have contributed to the deforestation of
the planet: palm oil and beef production.
Results from the End-to-End Sustainability program GRI EN26
- 3.171
equivalent tons
of CO2 issued
- 250
tons of waste
created
- 2 million
liters of water
19 million
kWh energy
consumed
The reduction in the impacts achieved by the 13 products created in the second edition of the End-to-End Sustainability
program was calculated by the Centro de Tecnologia de Embalagens – CETEA (Center for Packaging Technology)
which estimated the sale of products in the Walmart chain over a period of 12 months. The CETEA is associated with
the Instituto de Tecnologia de Alimentos (Institute of Food Technology) and has evaluated and accompanied the
opportunities for change with each supplier from the start to the end of the productive chain since the program began.
32
Walmart Brasil assumed the leadership of
this commitment in the beef chain to ensure that by 2015 the company at global
level would not acquire products originating from deforested areas in the Amazon
region. This will be confirmed by an independent audit plan. To meet these obligations, a beef monitoring platform was
developed that accompanies the information provided by the supplier on the origin
of the beef. It will be implemented in 2013
when all the suppliers join the monitoring
system and include their data (see the following box). Walmart Brasil also drew up
a policy for the responsible purchase of
beef. GRI HR6 | HR7
The supplier management process includes
an annual prize for outstanding providers of
The prizes for the year went to: Accenture do
vides information for suppliers on payments and
products and services. Fifteen suppliers re-
Brasil, Aidar SBZ Advogados, Ambev, Colgate,
prepayments for operations carried out by its com-
ceived awards for presenting differentiated
Diageo, Grupo Eletrofrio, Higident, Instituto
mercial partners in all regions where the company
performance in areas such as attendance,
Akatu, Instituto Aliança, Nestlé DPA, Sanofi, SC
operates. The new portal gives partners access to
partnership, innovative solutions and so-
Johnson, Seara, Sony and Unilever.
information in a single electronic space with no
need to consult different platforms.
cial and environmental responsibility during 2012. The awards were presented at an
As part of the process of continuously im-
event held in the Transamérica Expo Center
proving relations with suppliers, Walmart also
in São Paulo at the beginning of 2013.
launched a new Suppliers Portal which pro-
MONITORING THE ORIGIN OF BEEF
Walmart’s beef monitoring and management system results from
One of the goals is to expand the monitoring capacity from the
a project that took one year and a half to establish. It gives con-
Amazon region to other biomes.
sumers greater confidence on the origin of the beef and helps
livestock breeders in the Amazon region have a more sustainable production. The tool allows the cross sharing of information
such as mapping deforested areas, indigenous lands and conservation units with other public lists showing restricted areas and
slave labor. The system can automatically block the purchasing
order and notify the supplier should any risk be identified.
The tool allows Walmart’s meatpacking partners to register geo-
Another complementary action by Walmart in the beef chain is
its encouragement to livestock breeders in the Amazon region
to develop more sustainable production with lower impacts. This
initiative will be fostered via technical support to the farmer, in
partnership with The Nature Conservancy NGO through a pilot
scheme in the municipalities of São Félix do Xingu and Tucumã
in the southeast of Pará State, one of the fastest growing livestock frontiers in Brazil.
graphical information on the farms from which they buy beef.
33
REPORT | TRACKING
DEVELOPING
BUSINESS ETHICS
Adalberto Marcondes
The economy is one of the most dynamic areas of human activity and its historical development is part of the civilization process itself. Means that were accepted as normal in a particular period may be regarded as criminal in other times. This has occurred in relation to work
and products. Slave labor was legal in Brazil until just over 100 years ago yet today, a century
after abolition, slave-like labor still exists in cases where people are forced to work under degrading conditions. More than 2,000 people were rescued from this situation in 2012. Most
were held captive in the Amazon region, particularly in Pará State, with cattle ranches responsible for most of this grim ranking.
Brazil began a strong expansion at the beginning of 1970 towards the West and North, territories with abundant nature and an immense source of natural resources. Livestock farming
was one of the main features of this occupation, with the Brazilian herd expanding from 92.5
million head in 1974 to 213 million in 2013, according to the official statistics agency, the
IBGE. The government encouraged colonization of the territories and deforestation for livestock and agricultural production from the beginning of this occupation. This liberalization
created a culture of disorderly occupation and gaps in the official land registration processes
and use of the law. This uncontrolled situation had a direct effect on the quality of business in
the region, particularly the globalized value chains, such as agriculture and livestock.
The way of occupying the Amazon territory has changed in this new century. Ethical demands from the markets are redirecting efforts to production models which have a lower environmental impact, less deforestation, more social benefits and greater use of technology.
Farms on the Labor Ministry’s slave labor black list or with problems related to encroaching
on indigenous areas or reserves of any kind, along with those which have deforested areas
34
ONE OF THE MOST TRANSFORMING FACTORS IN THE DEVELOPMENT OF
HUMANITY AT THE TURN OF THIS CENTURY IS BUSINESS ETHICS.
MUCH OF WHAT WAS CONSIDERED NORMAL IN THE PAST IS NOW
REGARDED AS CRIMINAL
“A production model needs to be built
illegally, are being pushed outside the market. The use of technologies and modern livestock management processes can free a lot of land currently used for cattle raising for new
activities. The government estimates that the territory currently used for cattle production of
that can be reconciled with the conservation of the Amazon”
Ian Thompson
(THE NATURE CONSERVANCY)
around 190,000 hectares could shrink to around 133,000 hectares, with the herd increasing
to almost 230 million head in 2022. This would release a lot of land that could be used for
agriculture or the recovery of the forests.
“A partnership is fundamental in encouraging producers to adopt sustainable
Part of this move towards more technology and productivity comes from the pressure of the
Brazilian and international markets for meat that does not cause social and environmental
practices on their land”
James Cruden (Marfrig Beef)
problems. This century began with a strong demand for the modernization of the management processes linked to nature to be modernized. Combating deforestation in the Amazon
region is one of the most high profile battles. Governments, voluntary organizations and
companies have come together to create mechanisms to control and manage livestock production and make it more productive while using less land. This led to the creation of organizations defending sustainable livestock breeding and restrictive laws on the indiscriminate
“We believe in agreed solutions to
promote the best livestock productive
practices for Brazilian beef”
Maria Cecília Wey de Brito
(WWF Brasil)
use of the land, such as the Rural Environmental Register, a structural mechanism for the
sustainable management of the land and farms.
“It is important to accompany the
productive chain from the birth of the
The most recent step in the direction towards a more ethical relationship between the
animals to the delivery of the product to
players in the beef chain is the introduction of processes that can track beef from its origin
the consumer”
on the farm through the meatpacking plant to the supermarket shelf. This method give cus-
Mauricio Voivodic (Imaflora)
tomers guarantees on the quality of the food that arrives on their table and ensures that the
meat sold was produced in registered legal farms where no illegal deforestation occurred
and where workers were treated in a dignified way.
35
SUPPLIERS
LOCAL SUPPLIERS
GRI EC6
Engaging with and supporting small and medium-sized rural producers is also one of the pillars of the global Sustainable Agriculture
platform, and has helped to develop communities in which Walmart
is present. By doing so, the company meets the demand of its customers by providing products with features from different regions
DISTRIBUTION
BY PRODUCT
of Brazil while maintaining the standards of quality and low prices
associated with the brand. The Producers’ Club, which marked 10
years of existence in 2012, is an example of how this strategy is carried out and expands access to small and medium-sized suppliers in
the retail segment.
The initiative is also part of Walmart’s efforts to contribute to the fed-
47%
Horticulture
19%
Delicatessen
eral government’s program Brasil sem Miséria (Brazil without Misery)
created to raise income and improve popular welfare, particularly of
extremely poor families outside the various government programs.In
2012, products such as manioc flour, honey and nuts from the Producers’ Club were added to the mix of products in the stores.
The Producers’ Club is a commercial channel through which the farmers sell their products directly to Walmart. It is a partnership that adds
high quality items produced in line with the social and environmental
legislation and without the need for middlemen. The arrangement is
not exclusive but gives Walmart preference in acquiring the amounts
available, provided they meet the established technical standards and
15%
can be sold at comparable market prices with equivalent products.
On the other hand, the club members have the advantage of differ-
Grocery
entiated payment periods and the possibility of prepaid credit. The
8%
ted around 10,500 family farmers. More than 1,000 items in Walmart
Bakery
Producers’ Club was present in 12 Brazilian states in 2012 and benefitstores are marked individually or receive special identification on the
shelves, proving the origin and respect for the standards, technical
recommendations and the applicable laws.
The Producers’ Club will receive investments in 2013 for training for a
7%
period of two years to promote the inclusion of the small producers
in Brazil.
Butcher
4%
Fishmonger
NUMBER OF FAMILiES
1,300
10,560 2012
2007
14
2002
36
STATES WHERE THE PRODUCERS’ CLUB IS ACTIVE
2002
2007
2012
THE CLUB SEAL GAVE ME SALES
VOLUME, STABILITY AND
ACCESS TO THE SUPERMARKET
SHELVES. WE GREW BY 33% IN
LESS THAN A YEAR.
Fernando Yoshiro Neguishi, producer
of the Aica mushroom brand (Mogi
das Cruzes – SP)
WE JOINED THE CLUB
AND HAVE NOT STOPPED
GROWING. WE NOW
EMPLOY ALMOST 30
PEOPLE.
Evandro Andreazza of the Forno
Velho sweets and jam company
(Caxias do Sul – RS)
I USED TO SPEND MORE
TIME ON THE ROAD
THAN IN THE FIELD.
NOW WE LOAD THE
TRUCK, DELIVER AND
GET STRAIGHT BACK TO
PRODUCE MORE.
Adriane Barbosa de Campos,
horticulture producer
(Guaíba – RS)
WE WENT FROM
SLAUGHTERING 600 TO
700 CHICKENS A DAY TO
2,500 TO 3,000.
Messias Luiz Batista, producer
of “naked neck” hillbilly chicken
(Ivaiporã – PR)
THIS WAS THE CHANCE
TO CUT OUT MIDDLEMEN
AND PROFESSIONALIZE
THE WORKFORCE AND THE
FINISHING OF THE PRODUCTS.
Tereza D’Ávila, consultant at the Cooperativa
Agroindustrial do Caju – Central Copacaju
(Caju Agroindustrial Cooperative) (Tururu,
Fortim, Ocará, Aracati, Chorozinho, Granja,
Aquiraz, Barreira and Icapuí – CE)
37
REPORT | MICROPRODUCERS
FAMILY FARMING
IN BRAZIL
INEQUALITY IS STILL A
CHALLENGE FOR SMALL
PRODUCERS IN BRAZIL
Juliana Rocha
Family farming plays a significant role in Brazil’s agricultural production but small producers are in an unequal position when it comes to growing and selling their products,
depending on their region. Farmers in the South, Southeast and Midwest are more capitalized and have access to modern techniques and equipment and find it easier to sell
to the retail trade. Farmers in the Northeast, particularly the semi-arid zone, face poverty
and live with the difficulties of drought. “We had a good crop [2012/2013] and family
farming income rose but we have a diverse situation. The Northeast has the greatest
concentration of rural poverty in the country and faces large problems,” said Valter Bianchinhe, Family Agriculture secretary of the Agrarian Development Ministry (MDA).
Francisco Graziano was one of the creators of the Programa Nacional de Fortalecimento da Agricultura Familiar – Pronaf (National Program to Strengthen Family Farming) in
1996. He also highlights the period of prosperity which some of these farmers are enjoying, thanks to the arrival of technology and sustainability techniques. “Small farm-
Family Farming in Figures
4,3 million 84%
family farmers1
38
of farms are run by
families
16% 10% 38% 160 million
is non-family
farming
of GDP comes
from family
farming
Sources: 1. IBGE Agricultural and Livestock census; 2. Ministry of Agrarian Development; 3. Banco do Brasil
of the gross
agricultural
and livestock
production
comes from
family farming
reais is the upper
limit of annual gross
income to be classed
as family farming by
the government2
ers in Santa Catarina, Paraná, São Paulo and
87% of the manioc planted in Brazil, 70% of
over 2011. At the same time, the participa-
Espírito Santo are now capitalized. They do
beans, 46% of corn, 34% of rice and 21% of
tion of private sector consumers in facing up
not compete with agribusiness but are part
the wheat. They are responsible for 59% of
to the challenges of rural poverty is funda-
of it except for those in the semi-arid region
hog farming, 50% of poultry and 30% of beef
mental, says Bianchini. The retail demand for
in the Northeast.”
cattle. They also play an important role in milk
family farm products helps insert them into
production and account for 58% of all milk
the market and consumers can play their
According to the MDA, the latest figures
produced. Although they represent 85% of
part by demanding products with seals and
available from the agriculture and livestock
the farms in the Country, the smallholders
certificates showing the production origi-
census of 2006, announced in 2009, show
have a much lower share when the criterion
nated from family farming.
that there were 4.3 million family farmers in
is income created from production. The MDA
Brazil, equivalent to 84% of all agricultural
says 38% of the gross value of the agricultural
Graziano also raises the role of cooperatives
producers in the country. Non-family farm-
and livestock production comes from family
in inserting the small producers into agri-
ers account for only 16%. Bahia State has the
farming, equivalent to 10% of Brazil’s GDP.
business, particularly to find ways of selling
largest number of family farms, with 15%, fol-
their production and granting credit to work-
lowed by Minas Gerais, with 10%. Rio Grande
CHALLENGES
ers. This is what Cooxupé, a cooperative that
do Sul is in third place with 8%, followed by
Despite the advances made in income and
represents 11,500 coffee producers in the
Ceará with 7.8%. Four criteria define family
the conditions of farming families, Bianchini
South of Minas Gerais, the Cerrado Mineiro
farmers: the first is to have a gross income
admits that there is still a long way to go
area and part of São Paulo state, does for its
of up to R$160,000 a year per family, the
before rural poverty can be ended. He esti-
members, 80% of whom are small farmers.
limit that grants access to the Pronaf, credit
mates that one third of the small producers
“It works well for the small producer because
lines and technical and social assistance pro-
are strongly integrated to the market, with
the combined production results in a large
grams, such as the Programa de Aquisição de
access to credit and technical help, and an-
volume to be sold,” says the Cooxupé market-
Alimentos – PAA (Food Acquisition Program).
other third are in the transition period, with
ing director, Jorge Ribeiro Neto. The coopera-
The other three are to employ only family
access to the assistance programs. The re-
tive transfers credit from the financial system
members – have a small production with no
maining farmers – over one million families –
to its members and uses swaps as a form of
hired labor – to live near or on the farm and
still live in poverty and need to be brought
credit, with the producer buying input and
to have an average area of 50 hectares.
into the agribusiness market. He mentions
paying with the post-harvest production.
the government assistance programs to help
It also offers technical assistance and raises
Some crops are typical of family agriculture in
these farmers, such as the 2012/2013 Family
funds so that small farmers can have more
Brazil, such as the production of horticulture
Farming Plan which released R$22.3 billion in
sustainable production. The government
and fruits and even fish. This is because they
resources, including credit lines from the Pro-
is also preparing two programs to expand
are easier to handle in small properties and
naf and the PAA. Through the Pronaf, Banco
technical assistance to producers and raise
the quality is linked to the care the producer
do Brasil granted R$24.2 billion in credit to
environmental awareness. These are due to
takes on a daily basis. These farmers produce
small farmers in 2012, an increase of 20.7%
be launched with the next Harvest Plan.
50
hectares is
the average
size of a
family farm2
24,2 billion
reais was granted by Banco do Brasil in
2012 in credit through the Pronaf plan3
20,7%
was the expansion in the
volume of loans granted by
Banco do Brasil through the
Pronaf3
Of all the Family
Farmers in Brazil
15% 10% 8%
are in
Bahia
are in
Minas
Gerais
are in
Rio
Grande
do Sul
39
Suppliers
PROMOTING
DIGNIFIED
WORKING
CONDITIONS
CONTRACTS AND AUDITS
GRI SO4
Another way of promoting governance is
Walmart did not identify any significant risk of
through contracts in which Walmart estab-
child, forced or slave-like labor practices in its
lishes that the labor and environmental laws
operations or those of its suppliers in 2012. This
will be complied with and technical visits car-
conclusion was reached based on its control
ried out to make inspections and audits. The
strategies and the guidelines of the Interna-
company also maintains its Ethical Sourcing
tional Labor Organization (ILO) and Universal
Program which is applied on a global scale. It
Declaration of Human Rights. GRI HR2 | HR6 | HR7
refers particularly to contracts covering direct
The contracts signed by
Walmart’s commercial
partners include clauses on:
Working conditions
(observing labor law, social
security law, among others;
and banning the use of forced,
slave-like or child labor)
Suppliers must also conduct their businesses
Merchandise Centers (GMC) or Direct Sourc-
ethically and always abide by Walmart’s State-
ing Group (DSG) – parts of the company’s
ment of Ethics. This includes observing, amongst
global infrastructure.
others factors, Walmart’s rules governing gifts
and gratuities and conflicts of interest. The
The measure involves around 500 plants in
Ethics and Compliance Department receives
Brazil and includes, in addition to the direct
complaints from employees, service provid-
imports, private-label and exclusive brands
ers and suppliers and ensures their anonym-
as well as non-brands that undergo human
ity. The cases reported are analyzed and have
rights audits. The company has also signed up
a predetermined deadline for their resolution.
to the Programa de Qualificação de Fornece-
The Open Doors Policy within the company
Safe working conditions
dores (Retail Supplier Qualification Program) of
encourages communication between the
Respect for the
environmental laws
the Associação Brasileira do Varejo Têxtil (ABV-
teams and their leaders and the communi-
TEX). In 2012, it began the Supply Chain Ca-
cation of violations. The ethics channels in-
pacity Building training program for suppliers
clude the telephone number 0800-703-3966,
to enhance their ethical standards.
[email protected] e-mail address and corpo-
Respect for business
sustainability agreements
Operating within the legal,
ethical and moral limits
and terms of the Walmart
Statement of Ethics
Suppliers subject to
inspections and audits
40
imports which do not go through the Global
rate site (www.walmartbrasil.br). GRI 4.6 | SO2 | SO4
PROVIDING FOOD THAT IS HEALTHY
AND SAFE GRI PR1
Another important instrument in measur-
This includes observing aspects such as
In relation to its private-label brands,
ing the value chain and identifying points
maintaining the right temperature in the
Walmart began an intermediary stage of an
for improvement is the analysis of the life
production, cooking and cooling pro-
audit based on the Global Food Safety Initia-
cycle of products. Walmart carries out as-
cesses, controlling cross contamination,
tive (GFSI). This includes Hazard Analysis and
sessments to investigate possible impacts
employees’ hygiene and health, cleaning
Critical Control Points (HACCP), an additional
on the health and safety of customers from
the workplace and ensuring correct label-
food safety measure. All products were au-
perishable foods and merchandise.
ing. The stores have Expiry Brigades made
dited and 70% were approved at a higher
up of employees from different areas who
level than in 2011.
STAGES IN WHICH THE HEALTH AND
SAFETY IN THE USE OF PRODUCTS IS
EVALUATED
are responsible for inspecting and disposing of products about to pass their expiry
A total of 99 cases of non-conformity with the
date or which have been damaged. Those
regulations and standards were registered
responsible are told to check the date be-
among private-label brand and other suppli-
fore putting the products on display and
ers during the year. Of these, 26 resulted in a
Research and development
remove those which are about to expire or
penalty or fine. There were no cases of non-
Fabrication and production
damaged. The stores undergo an external
conformity with voluntary codes. GRI PR2
Marketing and promotion
Storage, distribution and supply
Use and service
monthly audit of all critical points and corrective measures are taken if any deviations
are found in standards or conduct.
Disposal, reuse or recycling
41
CUSTOMER
ATTENDANCE
CHANNELS
Telephone
0800-705-5050
Site
www.walmartbrasil.com.br/atendimento
E-mail
[email protected]
42
Society
GRI 4.16
Walmart aims to ensure its customers’ satisfaction,
promote women´s empowerment and help the
communities where it is present to grow
CUSTOMERS
Engagement with customers, communities
nership with the Fundação Getulio Vargas busi-
The Everyday Low Prices business philosophy
and society as a whole is the final link in the
ness school, is an example of how this strategy
completed a year in Brazil in January 2012
value chain of which Walmart forms a part.
can be consolidated. The course lasts 10 hours
with impressive results. The level of services
This strategy comes into practice, for example,
and is available free of charge on an on-line
and structure of the logistics chain grew. The
with the incentive to promote conscientious
platform. It aims to give company managers
quality of perishable goods also improved,
consumption and the proper disposal of waste
a better understanding of the challenges and
as did lines at the checkout which declined.
and packaging (see more on page 26). It also oc-
business opportunities sustainability can bring,
These benefits won Walmart the Prêmio Con-
curs through the offer of products developed
presenting changes in the strategy and opera-
sumidor Moderno (Modern Customer Prize) as
from best practices to ensure safety and low
tions that make a competitive difference.
the company that most respects the customer in the Hypermarkets category. Contribu-
prices for consumers.
The course was launched in October 2012.
tory factors to this were the Baixou (Price Cut)
Walmart operates on this front as a provider of
Over 11,000 managers have already complet-
– initiative in which prices of products in all
information and publicizes concepts to alter
ed it and become multiplying agents of good
categories were reduced for at least 60 days
the habits of customers and employees. The
practices and sustainable habits. They have
– and Imperdível (Essential) – leaflets showing
Sustentabilidade Aplicada aos Negócios: Orien-
joined 160,000 other people who completed
prices that were even cheaper for the week.
tações para o gestor (Sustainability Applied to
the two previous versions of the course, with
This latter offer was unusual as it offered a
Business: Manager’s Guidelines), created in part-
differentiated focuses.
discount on perishable and commodity items
over a week and not just on specific days.
43
Society
Strengthening this philosophy is also carried
ATTENDANCE CHANNELS GRI PR5
out through independent surveys carried out
Consumers are the final link in the value
in different Brazilian states. The latest survey
chain of any product and service. For this
by the Instituto Datafolha, held between Feb-
reason, one of Walmart’s priorities is to serve
ruary 28 and March 3 in 37 stores in 12 state
them in a cordial manner and assess their
capitals, showed that Walmart had the lowest
satisfaction with the items they bought and
price in 94% of the outlets checked.
services provided. Among the communica-
KEY INDICATORS
OF THE CUSTOMER
ATTENDANCE CENTER
tion channels available to customers are
Another outstanding initiative in 2012, that
e-mail, the company’s website, phone at-
reinforces the company’s commitment to the
tendance and through social networks. The
customer, was the De Olho na Validade, (An Eye
contacts are concentrated in the Customer
on the Expiry Date) campaign partly launched
Relationship Center (CRC), which was ac-
in 2011. It was carried out in partnership with
cessed by 760,000 customers in 2012. The in-
the Brazilian consumer defense agencies (Pro-
formation obtained helps improve the com-
cons) and the state prosecution services and
pany’s work. The CRC is dealt with specifically
encouraged consumers to check the expiry
through the Customer’s Voice program at
date of products and improve the supermar-
strategic weekly leadership meetings when
ket monitoring and control processes. The
the main points related to satisfaction and
campaign covered the States of São Paulo,
opportunities for improvement are raised.
CONTACTS RECEIVED
760,713 2012
In 2012, 83% of the calls were attended within
gipe, Rio Grande do Norte, Pernambuco and
20 seconds and 95% of the requests were
Paraíba. GRI SO5
attended within 5 days. Over 10,000 custom-
365,769 2012
a specialist company on key aspects such as a
service at special periods for the retail sector,
friendly and efficient attendance, clean rest-
such as Christmas, Easter, Mother’s Day and
rooms, availability of products they want to find,
Children’s Day. The aim is to raise critical issues
and checkout speed, amongst others. Walmart
and prepare solutions to ensure the same
improved the internal information report from
quality of attendance the whole year round
these surveys in 2012.
Walmart also strengthened its special atten-
management took part in ethnographic sur-
dance operations center to handle and ac-
veys which gave them a real immersion into
company consumer complaints in the con-
the customer’s home, life and routine.
sumer defense agencies known as Procons.
2011
330,723 2012
478,197
2011
E-mail
21,736 2012
27,207
and directing the marketing plan and selling
activities. At the same time, Walmart’s senior
527,128
TELEPHONE (0800)
ers are consulted in the stores every month by
A survey is held every two years on customer
2011
PERSONAL
ATTENDANCE
Minas Gerais, Rio de Janeiro, Espírito Santo,
Goiás, Rio Grande do Sul, Santa Catarina, Ser-
937,317
2011
SOCIAL NETWORKS
3,636 2012
2,304
2011
This initiative included holding technical
OTHERS
visits for consumer defense bodies to show
how the company tries to find an immediate
solution to complaints in the stores and also
highlights Walmart’s concern to enhance its
9,674 2012
19,420
2011
processes so that the customer has a good
URA
purchasing experience.
(ELECTRONIC ATTENDANCE)
394,944 2012
44
410,189
2011
In 2012, Walmart achieved a reduction of 25%
The employee module aims to increase the
rentiated features highlighted in the stores
over 2011 in the total number of customer
pride and sense of belonging to the organiza-
and their prices reduced. Products can be
complaints at the Procons and increased its
tion, the pleasure of serving and doing so well
organic, concentrated, presented in smaller
solution ratio by 10% in the preliminary noti-
and aligning the behavior of the employees to
packaging, containing more sustainable raw
fications. The team that is dedicated to attend
the Walmart culture. As a result, the program
materials made without phosphate, bring
the Procons also works with demands from
reduced complaints related to employee at-
savings in water and energy efficiency, emit
the National Consumer Defense System.
titudes by 16%. There was also a reduction of
fewer greenhouse gases and/or create less
20% in the number of overall complaints.
waste in its productive process.
The Atendimento UAU! (Customer Service Pro-
MÊS DA TERRA (EARTH MONTH)
This initiative is reinforced by products that
gram!) promotes better conduct by employees
One of the Walmart’s initiatives to publicize
are part of the End-to-End Sustainability pro-
and leadership in the stores to foster a good rela-
more sustainable products on the shelves
gram (see more on this initiative in page 31).
tionship with the customer in a relaxed, differen-
and conscientious consumption among
tiated way. The training uses leadership modules
consumers is the Earth Month event which
to promote assertive and attentive communica-
occurred in June 2012. During this annual
tion using good customer attendance.
campaign, a group of items have their diffe-
Customer Service Program!
RECOGNITION
GRI 2.10
Prêmio Exame Atendimento
ao Cliente 25 BEST
Prêmio da
Consumidor Moderno
EXCELLENCY IN SERVICE TO OUR
CUSTOMER – SUPER-HIPER
Prêmio da
Consumidor Moderno
BEST EXPERIENCE IN SOCIAL
NETWORKS
Prêmio Reclame Aqui
SUPERMARKET
Prêmio Reclame Aqui
WAREHOUSE MEMBERSHIP CLUB
45
INTERVIEW | CONSCIENTIOUS CONSUMPTION
21 CENTURY
ST
CUSTOMER
CONSCIENTIOUS CONSUMPTION IS AN
ESSENTIAL WAY OF ENSURING SOCIAL AND
ENVIRONMENTAL SUSTAINABILITY
By 2020, four planets will be needed to supply the consumer needs at the
ARE THERE OTHERS?
rate in which the population is using up natural resources within the cur-
Choosing something that is made locally is better because it requires
rent production and consumption models. This claim comes from Helio
less transport and fuel. Also, things that can be shared and do not
Mattar the president of the Instituto Akatu, a non-governmental organi-
need to belong to one person or be for individual use.
zation that aims to organize the way the society consumes.
HOW CAN YOU EDUCATE THE POPULATION TO BE MORE CONSCIENTIOUS
AND FOLLOW SUSTAINABILITY PRINCIPLES?
WHAT IS CONSCIENTIOUS CONSUMPTION AND HOW DID THIS CONCEPT
COME ABOUT?
There are three factors: understanding, motivation and choice. The first
Helio Mattar – It is when the consumer tries to reduce the negative im-
step is for consumers to understand there is a problem and help resolve
pacts and increase the positive effects of consumption on society or the
it. The second is to motivate consumers to behave when they know their
environment. It assumes the consumer has the information to make the
action can make a real contribution to resolving the problem. The third
choices and knows about the impacts of consumption habits. Buying a
is making a choice. For example, people who have lived abroad may
product that lasts longer instead of one that is thrown away after use is
consider installing a communal laundry in the building as an immediate
a choice that will have less impact on the environment.
solution but people who live in Brazil and are unfamiliar with this habit
do not often think of this as a solution. Therefore, these people need to
WHAT OTHER ATTITUDES DOES THE CONSCIENTIOUS CONSUMERS HAVE?
have a broader view and think about the impact.
The conscientious consumer aims to buy something that he or she really
reduce waste. You can reuse, repair, upgrade – as with a computer – and
IS ONE OF THE ADVANTAGES OF CONSCIENTIOUS CONSUMPTION THAT IT
WILL MAKE SAVINGS IN FAMILY BUDGETS?
mend items that can have their life extended such as clothes. Recycling
Thirty percent of perishable products bought are thrown away on av-
products and their materials should be the last stage when there is no
erage in the Brazilian home. Akatu carried out a test which showed
other way. These are the main rules.
that if a Brazilian family with a monthly income of R$2,000 wastes 10%
needs. Nobody else can decide on his or her behalf. The second rule is to
of what it buys instead of 30% it could put the 20% in a savings account. Over a period of 70 years, this family would have accumulated
R$820,000 just by reducing waste.
46
Companies
that do not
produce
for the
conscientious
customer will
not survive
Helio Mattar
WHAT ARE THE POSITIVE IMPACTS OF CONSCIENTIOUS CONSUMPTION ON
THE ENVIRONMENT AND SOCIETY?
WHAT HAPPENS TO COMPANIES THAT DO NOT TAKE NOTICE OF THIS NEW
SITUATION?
The environmental impact is the easiest to be seen. All products are
Companies that are not producing for the conscientious consumer will
made from natural resources, from the processing and transport of the
not survive. People think that this will only happen in 20 years time, but
parts until it becomes a product. There are impacts on nature in each
it is not true. We are currently unsure about the supply of water for 2
phase of the production cycle which are generally negative. However,
billion people. A plain in China that supplies 400 million Chinese with
they can be reduced depending on the care taken. One of the most im-
grains is expected to have run out of water by 2020. So where will the
portant social impacts is job creation. The question is: what kind of job
grains for 400 million people come from? This will increase the price
is created? Does it involve child and/or slave labor? Are workers being
sharply. There will be no solution if sustainable business is not com-
treated within their rights? The customer should know the company to
bined with conscientious consumption.
ensure that there these items have no negative social impacts.
COULD CONSCIENTIOUS CONSUMPTION MAKE COMPANIES MORE
SUSTAINABLE?
DOES CONSCIENTIOUS CONSUMPTION NOT ONLY INVOLVE THE QUANTITY
OF THE PRODUCTS BUT ALSO THE WASTE GENERATED. HOW CAN YOU BE
CONSCIENTIOUS ABOUT WASTE?
There are a number of ways in which conscientious consumption makes
The recycling and collection of recyclable products is improving. Bra-
businesses more sustainable. Currently, sixteen percent of the world
zil’s solid waste law states that no waste that can be recycled will go to
population, around 1.1 billion people, is responsible for 78% of total
landfills by the second half of 2014. Fifty-eight percent of Brazil’s waste is
consumption. Even with this concentration, we are still consuming 50%
organic and can be recycled to create energy and fertilizers. Therefore,
more renewable sources than the earth can regenerate. In 20 years, we
companies will have to emerge to make compost or create electrical en-
will have 3 billion more people on the mass consumer market. This will
ergy, as well cooperatives and governments that carry out the collection
almost quadruple the current number of consumers. How do you avoid
of the other recyclable materials.
environmental chaos? The alternative includes conscientious consumption, technological changes that are under way and public policies that
will level the playing field. This is the only way we will succeed in surviving on a single planet that has to serve the population that will live in it.
47
SOCIETY
SECTOR ENGAMENT
GRI 4.13
Walmart Brasil participates in trade bodies and associations to strengthen the sector and exchange good practices.
By involving itself in forums, commissions, committees and meetings, the company promotes the sharing of knowledge and discusses scenarios and challenges throughout the chain.
Walmart is currently a member of the following associations and is represented at national and regional level. As a result, it
is making an active contribution to policies in various areas and meeting local demands while encouraging Brazil’s growth.
BODIES OF WHICH WALMART BRASIL IS A MEMBER
48
Associação Baiana de Supermercados (Abase)
Associação de Supermercados do Rio Grande do Norte (Assurn)
Associação Brasileira de Atacadistas e Distribuidores (Abad)
Associação dos Supermercados do Rio de Janeiro (Asserj)
Associação Brasileira de Embalagens (Abre)
Associação Gaúcha de Supermercados (Agas)
Associação Brasileira de Relações Empresa Cliente (Abrarec)
Associação Goiana de Supermercados (Agos)
Associação Brasileira de Redes de Farmácias e Drogarias (Abrafarma)
Associação Maranhense de Supermercados (Amasp)
Associação Brasileira de Supermercados (Abras)
Associação Mineira de Supermercados (Amis)
Associação Brasileira do Varejo Têxtil (ABVTEX)
Associação Paranaense de Supermercados (Apras)
Associação Capixaba de Supermercados (Acaps)
Associação Paulista de Supermercados (Apas)
Associação Catarinense de Supermercados (Acats)
Associação Pernambucana de Supermercados (Apes)
Associação Cearense de Supermercados (Acesu)
Associação Sergipana de Supermercados (Ases)
Associação Comercial da Bahia (ACB)
Associação Sul Matogrossense de Supermercados (Amas)
Associação Comercial de Pernambuco (ACP)
Câmara Americana de Comércio (AMCHAM)
Associação Brasileira de Comunicação Empresarial (Aberje)
Câmara Brasileira do Comércio Eletrônico (Câmara-E.net)
Associação de Supermercados da Paraíba (AS-PB)
Associação de Supermercados de Alagoas (Asa)
Federação das Associações Comerciais e de Serviços do
Rio Grande do Sul (Federasul)
Associação de Supermercados de Brasília (Asbra)
Instituto Desenvolvimento do Varejo (IDV)
WOMEN’s EMPOWERment
Valuing the women is a primary aspect
hiring women construction workers for new
and the anniversary was commemorated
of the company’s global strategy. Studies
stores since 2011 and giving them better
in December with an event highlighting its
show that companies with a large num-
working opportunities. Over 100 women
achievements. Initiatives promoted during
ber of women in leading positions (gender
were hired for the construction of Sam’s
the year were presented at the event repre-
equality) have better financial results. At the
Club in São Bernardo do Campo (SP), Big in
sented and can be found on the following
same time, most of the company’s custom-
Bagé (RS), Maxxi in Presidente Prudente (SP)
site www.movimentomulher360.com.br. The
ers are women, as 80% of the buying deci-
and Walmart in Volta Redonda (RJ).
movement was also recognized in the
sions are in their hands. However, when it
Women’s Empowerment Corporate Leadership
comes to working, a large part of the fe-
Another operating front to tackle this is-
Awards presented by the British magazine
male public is still not part of the formal job
sue is the Corporate Movement for the Eco-
The New Economy, along with other Walmart
market. As Walmart believes that success-
nomic Development of Women known as
initiatives related to the economic develop-
ful companies in the future will be those
the Women 360 Movement that has around
ment of women. GRI 2.10
that attract and retain this female labor, it
40 signatory companies. The initiative was
announced in 2011 its Global Women’s Eco-
created by Walmart and has the support of
Walmart is also a member of the Network
nomic Empowerment Initiative.
the Secretariat of Women’s Policies of the
of Leading Brazilian Women for Sustainabil-
Presidency of the Republic. It involves com-
ity launched in 2011 by the Ministry of the
The initiative establishes clear goals on dif-
panies which are highly influential in their
Environment. This network brings together
ferent work fronts, such as empowering
operating sectors and has the support of
the leaders of public and private companies,
women in the field and plants and increas-
voluntary organizations and academic in-
government and non-government organi-
ing gender diversity among its main supplier.
stitutions. The movement is structured on
zations and multilateral bodies to discuss
four operating bases (see the following table)
and propose actions related to the incorpo-
Each country sets its own programs and
and is aligned to the Women’s Empower-
ration of sustainability in business, encourag-
actions to meet the initiative’s targets and
ment Principles of the UN Women body. The
ing green entrepreneurship and changes in
commitments. In Brazil, Walmart has been
program completed its first year in 2012
standards of consumption and production.
PILLARS OF THE WOMEN
360 MOVEMENT
01.
02.
03.
04.
DEVELOPMENT OF WOMEN WITHIN
COMPANIES
DEVELOPMENT OF WOMEN WITHIN
THE VALUE CHAIN
SOCIAL INCLUSION OF WOMEN
VALUING THE IMAGE OF THE WOMEN
IN SOCIETY
49
ARTICLE | WOMEN
SUSTAINABILITY,
ECONOMIC EMPOWERMENT
AND GENDER
EQUALITY
Rebecca Reichmann Tavares*
Sustainable development is nothing more than fighting poverty, reducing inequality and
pledging that countries should grow in an inclusive and sustainable way in terms of their production and the consumption of their citizens.
This is an enormous collective task that is the responsibility of governments, international institutions, voluntary organizations, the media, business groups, women, men, young people
and adults.
Women continue to be discriminated against and suffer violence throughout the world. They
are marginalized in decision making and their participation in the public, political, social and
cultural life of their countries is very low. If we look at the Latin American region alone, including Brazil, we see that great progresses have been made in terms of gender equality in recent
years, but there are still gaps in two fundamental areas: the political participation of women
and their economic empowerment.
50
Empowering women and promoting gender equality in all social
The UN Women and the Global Pact created the Women Empower-
and economic activities strengthens economies, boosts business,
ment Principles (WEPs) in recognition of the role companies play
improves the quality of life of women, men and children and also
in expanding economies and human development. The Principles
benefits sustainable development.
are a combination of policy recommendations for the business
community to incorporate values and practices that promote gen-
However, there are many obstacles in the way to equality. Brazil is
der equality and women’s empowerment. Fifty-five companies in
still marked by a big wage difference, with men gaining an aver-
Brazil have become signatories to the Principles, a number that has
age of 25% more than women, according to figures from the IBGE
more than doubled from the end of 2011 to date.
issued in May 2012.
The seven Women’s Empowerment Principles deal with promoting
Women are now a majority of the Brazilian population and provide
gender equality through initiatives that help the private sector to
the highest number of university students. They are also the ma-
concentrate on key elements which are essential for advancing
jority of those who complete the courses. Despite this, the 2012
equality in the work place, the market and community. We would
World Bank Gender Equality and Development report shows that
like to invite companies that are still not signatories to learn about
women and men continue to choose very different areas of study
the WEPs and join us in the future.
in technical and higher education. The split is similar in rich and
poor countries.
The full participation of women in economic life makes economies
stronger and creates fairer and more stable societies. Hundreds
This inequality is seen on an even greater scale in the private sec-
of companies have incorporated the gender dimension into their
tor. For example, women represent only 3% of the CEOs of the
organizational policies as one of the pillars of their social respon-
world’s largest companies, according to Fortune magazine.
sibility and commitment to the economic development of their
countries. As a result, they are starting to take advantage of the
Inequality in Latin America and Brazil is based on territorial, racial
diversity of talents. This will make a positive difference in relations
and ethnic factors. Indigenous women, those of African descent
at work, productivity and business expansion, develop new and
and those who work in rural areas are particularly disadvantaged
better products to meet the needs of customers and create more
by the lack of social protection, the unstable infrastructure and the
varied strategies for new markets.
degradation of the environment.
The UN Women initiative is working for gender equality and the
All this indicates that, despite the big increase in women at univer-
empowerment of women in all areas to achieve economic growth,
sity, on the job market and in senior positions in companies, many
a fairer society and a sustainable planet.
barriers still need to be dismantled in the market, institutions and
home to change this situation.
Women represent virtually half of the world’s population. They run the
households, raise children and work. Their full participation and respect for their rights and the integration in the lives of their countries
and communities could give sustainable development a new boost.
Economic independency for women and their empowerment will
inevitably lead to a sustainable future and growth. Studies show
that closing the gap between the male and female employment
rates would increase GDP by 9% in the United States, 13% in the
* Representative of UN Women.
She has dedicated more than 20
years to issues of social justice,
racial equality and the defense of
human rights for women.
Euro Zone and 16% in Japan.
51
society
WALMART INSTITUTE
GRI EC8 | EC9 | SO1
The Walmart Institute has been operating
The year 2012 was marked by the consolida-
for seven years and is responsible for the
tion of initiatives and sharing experiences. It
strategic guidance of Walmart’s private
was also a milestone year as it registered a
social investments in Brazil. It currently de-
great conquest: the start of the internation-
velops programs and supports projects in
al expansion of the Social School of Retail.
partnership with social organizations on
three fronts in the regions where is present,
The technology, developed in partnership
using the potential of the retail sector to co-
with the Instituto Aliança, was recognized
ordinate local transforming actions.
for its excellent and translated into three
languages – Spanish, English and Chinese.
The Institute operates in the Youth and
The idea is to make it available in Asia,
Work, Local Development and Income Gen-
Africa and Latin America and share its dif-
eration areas. It plans and carries out a series
ferentiated way of preparing young people
of programs and projects on these fronts to
for the modern world of work based on the
contribute to the debate on the issues at lo-
development of life projects. The program
cal, regional and national level. At the same
also aims to publicize differentials in retail
time, it gives supports to Walmart stores
careers, an area which employs million of
throughout Brazil in carrying out actions
people throughout the world.
that benefit the community.
52
THE SOCIAL
SCHOOL OF RETAIL
HAS BENEFITTED
MORE THAN 4,000
YOUNG PEOPLE
SINCE 2010
in brazil
YOUNG PEOPLE AND WORK
The Walmart Institute has been active in
it was created and an average of around
sional identity of the individual, highlighting
the issue of Young People and Work to help
80% of them have found their first job.
the retail sector as a career possibility.
people into the work market, aligned with
The program was carried out in partnership
Good results, combined with the differ-
public policies.
with the Education Secretariats in four of
entials of the methodology and its capac-
overcome the challenge of inserting young
the six states that received it last year. This
ity of scale, led the Walmart Foundation
The Social School of Retail program directs
effort aligned with the local public authori-
in the United States to invest in taking
its actions at young people aged between
ties shows how the model is in step with
the program international. For the first
17 and 29. It trains them to enter the world
the government challenges to insert pro-
time, a social technology developed by
of work and focuses on the retail segment.
fessional instruction into the periods before
the Walmart Institute will be transferred
or after the teaching hours in the third year
to countries in Latin America, Africa and
at high school.
Asia in partnership with the International
The program was carried out in six states in
2012: São Paulo, Paraná, Rio Grande do Sul,
Youth Foundation (IYF).
Bahia, Ceará and Pernambuco. More than
The Walmart Institute proposal is to include
1,400 new professionals were trained last
preparatory elements for the young person’s
year alone and are being inserted into the
working life in the formal education curricu-
formal job market. Over 4,000 young peo-
lum. The innovation of the model lies in the
ple have benefited from the initiative since
reflection and construction of the profes-
53
ARTICLE | YOUNG PEOPLE BECOMING PROFESSIONALS
THE YOUTH
UNEMPLOYMENT
CRISIS:
IT WILL TAKE ALL
OF US TO SOLVE IT
William S. Reese*
The Latin American region, like every part of the world, today faces
historic opportunities, as well as some real challenges, as countries
seek to grow their economies and improve the employment prospects of their citizens – especially the youth. One challenge is that
This “positive youth development” approach is at the
far too many young people can’t find work, support their families,
core of our work at the International Youth Foundation
or feel positively about their futures. Another is that many com-
(IYF). In nearly 70 countries, we collaborate with public,
panies have jobs to offer – but can’t find the skilled workers to fill
private, and civil society stakeholders to provide young
them. Fixing this skills mismatch – by ensuring job training pro-
people with the skills and opportunities they need to be
grams meet the true needs of local employers – is a key element in
successful workers and citizens. With 1.2 billion young
addressing the broader job crisis.
people worldwide poised to enter the workforce today, our mission is an urgent one – to design effective,
The sheer scope of the problem – and the urgency to act – is begin-
tested programs and take them to scale so we can reach
ning to change the way all of us think about and approach these
more youth and have a sustainable impact on their lives
employment issues. Today, an unprecedented number of gov-
and communities.
ernment and business leaders have joined forces to find real and
practical solutions to bridge this opportunity divide. There is also
The IYF initiative that first put these principles into prac-
a growing recognition that young people are enormous assets to
tice was Entra21, launched 14 years ago to prepare dis-
society who can drive social and economic progress in their coun-
advantaged young people across Latin America to enter
tries, if given the chance.
and be successful in the 21st century job market. How?
By equipping them with the employability and life skills
54
tiative – that aims to prepare one million youth in Latin
American for livelihoods over the next ten years. Standing with me at the announcement in Cartagena, Colombia,
were top executives from Walmart, along with other major
employers in the region: Arcos Dorados-McDonald’s, Caterpillar, CEMEX, and Microsoft. We have high expectations
for NEO’s success, and hope it inspires similar large-scale
youth employment efforts in other regions of the world.
Today, increasingly, we live in a service-based world –
with the retail sector playing a huge role in opening up
the doors of economic opportunity for young people
to get entry-level jobs and begin a real career. Working
with the leaders of these growing sectors – and scaling
up effective training programs that meet their workforce
needs – is critical for our collective future. I’m convinced
that together with corporate partners like Walmart and
many others who see themselves as part of the solution
– we can rebuild the global economy, invest in human
they need to be productive. We recruited many partners in this
capital and create a more stable and peaceful world. But
effort – including the Inter-American Development Bank’s Multi-
only if our young people have the skills and support to
lateral Investment Fund (MIF), along with global and local compa-
help drive that vision. And only when more business and
nies, government ministries, educational and training institutions,
government leaders respond to our call to action – and
and local civil society organizations. Together, we developed a
join this effort.
comprehensive program that offers life and employability skills
development, mentorship and internship opportunities, and job
placement assistance. One critical element in our collective success was to ensure that our skills training met – and matched – the
employment needs of the local business community. And we saw
real results. From 2001 to 2011, 137,000 young people received
job and life skills training in 22 countries. Nearly half of them were
employed as a result, and more than a quarter went back to school.
With an initial investment from the MIF of US$20 million, we raised
US$69 million in additional resources to support and expand our
job training programs.
Successful multi-sector programs like Entra21 have laid the foundation for even more ambitious efforts. Last year, for example, and
again with the support of the Inter-American Development Bank,
*President and CEO of the
International Youth
Foundation and member
of the board of the Worldwide
Responsible Assembly Production
(WRAP) and of the International
Council of Toy’s Industries’(ICTI)
Care Foundation.
we launched New Employment Opportunities for Youth (NEO) ini-
55
Society
LOCAL DEVELOPMENT
The Walmart Institute operates on the Local
The Local Development platform in the Bom-
Development front as a motivator of social
ba do Hemetério district in the north of Reci-
transformation in specific areas. It is present in
fe showed its ability to mobilize. In 2012, the
the State of Amapá through its Support for the
Institute completed 4 years in that neighbor-
National Forest Implementation Program (Flo-
hood, coordinating community, cultural (see
R ecognition of the district as a national
na) and in Recife State through its citizenship
picture below), educational, income genera-
benchmark in community-based tourism
program Bombando Cidadania, which helps
tion, environmental conservation and health
in Brazil through the development of a
local people achieve common aims.
promotion initiatives involving more than
1,500 people.
creative economy.
Increased the entrepreneurial ability of
the local groups.
The proposal is focused on medium and
long-term results and aims to integrate
The result was hailed by the residents of
sustainability, viability, economic efficien-
the district. An interim assessment of the
cy, strengthen citizens’ participation, im-
program showed that 94% of those di-
development of the district by those
prove the quality of life and reduce social
rectly involved with the actions believed
involved in the program.
inequalities in a great community effort.
that the Bombando Cidadania project had
G
eneration of new working and study
brought real changes to the community
With the Flona, which is carried out in partner-
(see the qualitative results alongside).
ship with the Conservação Internacional (In-
56
QUALITATIVE RESULTS OF
THE BOMBANDO CIDADANIA
ternational Conservation – IC) and the Insti-
It is now recognized nationally as a labora-
tuto Chico Mendes – ICMBio (Chico Mendes
tory for local development initiatives and
Institute), the organization aims to make the
won new partnerships last year with the
Amapa forest a model of land management
public authorities, private sector and vol-
and the sustainable use of natural resources.
untary bodies. The district’s residents now
To do so, a series of community actions, edu-
play the main role in the areas of culture,
cation initiatives and workshops were held
tourism, environment, health and work,
with the local community to raise income.
amongst others.
E xpanded the view of solidarity, ability
to cooperate and participation in the
opportunities for the residents.
GENERATING INCOME
In 2012, the Walmart Institute developed
its own understanding of social investment
through the Generating Income cause. The
activity involved supplying and supporting
inclusive social businesses, particularly in
recycling and the economic development
of women.
The Institute regards inclusive social businesses
as initiatives led by entrepreneurs who simultaneously create a social impact and achieve
financial sustainability, i.e. founded on economic viability while fostering social gains.
As part of the Income Generation and Productive Groups activities, an important debate was held on the National Solid Waste
Policy (PNRS) in 2012. The approval of the
COMMUNITY ACTIONS
new policy by congress put the coopera-
The Walmart Institute, in partnership with
in the sixth Community Day in 2012 (see pic-
tives of street garbage collectors on another
more than 550 stores throughout Brazil, uses
ture on page 52). This is an annual event in
level, favoring the economic strengthening
its distribution channel and organization pow-
which Walmart brings its employees togeth-
of these groups in a sustainable way.
er in the retail sector to promote social actions
er to carry out voluntary activities in social
that benefit the community. These initiatives
organizations close to the stores and offices.
To help debate the issue, the Walmart Insti-
encourage a culture of solidarity between em-
tute promoted the PNRS Forum (picture above)
ployees, customers, suppliers and all the com-
The Institute also developed the Boas Ações
which brought together different agents from
panies in the company’s value chain.
(Good Deeds) program in combination with the
store chain. This program allows employees to
all areas of society to discuss the demands and
A practical example of this is combating
take part in community activities in their neigh-
waste through the Programa de Doação a
borhoods, benefiting the population and estab-
The event brought together street collectors,
Bancos de Alimentos (Food Bank Donation Pro-
lishing partnership relations with activities that
representatives of social organizations and
gram). In 2012, around 2,000 tons of food was
will bring long-term benefits. The Calendário Na-
public authorities, companies and specialists.
donated to partners such as Programa Mesa
cional de Boas Ações (National Calendar of Good
It also presented a practical example in the
Brasil (Brazil Table Program) linked to the Ser-
Deeds) has become an annual event and part of
successful work carried out by three groups
viço Social do Comércio (Sesc) social service
the daily lives of employees and customers.
of cooperatives – Cooperativa Caec (Salvador
and the Banco de Alimentos de Porto Alegre
– BA), Cooperativa Futura (São José dos Cam-
(Food Bank), linked to the Industrial Federa-
The calendar allows all the stores in Brazil to
pos – SP) and Rede de Cooperativas Cata Vida
tion of Rio Grande do Sul State (FIERGS).
carry out good deeds in a similar way, with
how the sector will be transformed.
activities in 18 states and the Federal District.
(Sorocaba – SP). This was also an opportunity
to share challenges and lessons learned.
The aim is to direct products that cannot be
Among the initiatives worth highlighting are
sold but are still fit for consumption to orga-
campaigns to collect food, clothes, toys and
The main highlight of the Economic Develop-
nizations that take the food to children and
books – which are donated to social organi-
ment of Women Incentive in 2012 was the in-
adults in situations of food insecurity.
zations – and raising awareness about health
for the whole community in partnership
vestment in the Mais Social (More Social) organization in Salvador, Bahia. A total of 470 women
More than 8,500 employees from 380
with public authorities, as well as initiatives
were trained in cookery and sewing activities.
Walmart Brazil units also acted as volunteers
by volunteers in social institutes.
57
GRI Letter
58
B+
Report on all criteria listed for Level C plus:
1.2;
3.9, 3.13;
4.5 to 4.13, 4.16 to 4.17.
Report Externally Assured
Output
Output
Output
Standard Disclosures
G3 Performance Indicators
& sector supplement
performance indicators
B
Report on:
1.1;
2.1 to 2.10;
3.1 to 3.8, 3.10 to 3.12;
4.1 to 4.4, 4.14 to 4.15.
Not required.
G3 Management
Approach
disclosures
C+
Answer a minimum of 10 Performance Indicators, including at least one of the following
performance areas: Social, Economic and
Environmental.
Management Approach disclosures for each
Indicator Category.
Report minimum of 20 Performance Indicators,
at least one of each of Economic, Environmental,
Human Rights, Labor Practices, Society and
Product Responsibility.
A
A+
Same as required for Level B.
Management Approach disclosures for each
Indicator Category.
Report on each essential G3 and Sector
Supplement* Indicator with due regard to the
Materiality Principle by either:
a. reporting on the indicator; or
b. explaining the reason for its omission.
Report
Externally
Assure d
Report
Externally Assured
C
Level of Appliance of the Report
G3 Profile
disclosure
GRI 3.12
Report Externally Assured
GRI Index
* Sector Supplement in its final version
1. Strategy and Analysis
1.1
Statement from the most senior decision-maker of the organization (e.g., CEO, chair,
or equivalent senior position) about the relevance of sustainability to the organization and its strategy.
1.2
Description of key impacts, risks, and opportunities.
2. Organization Profile
Note
AR’s pages
4 and 5
4 and 5
Note
AR’s pages
2.1
Name of the organization.
2.2
Primary brands, products, and/or services.
10
2.3
Operational structure of the organization, including main divisions, operating
companies, subsidiaries, and joint ventures.
10
2.4
Location of organization’s headquarters.
9
2.5
Number of countries where the organization operates, and names of countries with
either major operations or that are specifically relevant to the sustainability issues
covered in the report.
9
2.6
Nature of ownership and legal form.
2.7
Markets served (including geographic breakdown, sectors served, and types of
customers/beneficiaries).
2.8
Scale of the reporting organization.
2.9
Significant changes during the reporting period regarding size, structure, or ownership.
2.10
Awards received in the reporting period.
3. Report Parameters
3.1
Reporting period (e.g., fiscal/calendar year) for information provided.
3.2
Date of most recent previous report (if any).
3.3
Reporting cycle (annual, biennial, etc.)
3.4
Contact point for questions regarding the report or its contents.
3.5
Process for defining report content, including: a) determining materiality, b) prioritizing topics within the report, and c) identifying stakeholders the organization
expects to use the report.
3.6
Boundary of the report (e.g., countries, divisions, subsidiaries, leased facilities,
joint ventures, and suppliers).
3.7
State any specific limitations on the scope or boundary of the report. See completeness Principle for explanation of scope.
Basis for reporting on joint ventures, subsidiaries, leased facilities, outsourced operations, and other entities that can significantly affect comparability from period to
period and/or between organizations.
3.8
Walmart Brasil Ltda.
9
10
8, 10 and 16
There was no change.
9
Prêmio Época Negócios – 100 Empresas de Maior Prestígio no Brasil (Época magazine
Award – the 100 Most Prestigious Companies in Brazil); Prêmio Eco (Eco Award)
– winner with the cases of “Walmart Brasil: uma empresa sustentável todos os
dias” (“Walmart Brasil a sustainable company everyday”) and “Gestão de Resíduos
(“Waste Management”); Prêmio Aberje (Aberje Award) – with the case of “Mudança
da Paradigma no Varejo e na Vida do Consumidor Brasileiro” (“Change in the Retail
Framework and the Life of the Brazilian Consumer”); Prêmio Benchmarking Ambiental
Marketing Brasil (Brazil Environmental Benchmarking Award).
13, 45 and 49
Note
AR’s pages
6
2012 Sustainability Report (2011 financial year)
6
Annual
6
7
6 and 7
The figures in this publication include all Walmart stores
and offices and distribution centers
located in Brazil.
For strategic reasons, certain economic indicators for the Brazilian operations are
compiled within the global results announcements made by Wal-Mart Stores, Inc.
There was no change over the previous year.
6 and 10
6
6
59
GRI Index
3.9
3.10
Data measurement techniques and the bases of calculations, including assumptions and techniques underlying estimations applied to the compilation of the
indicators and other information in the report.
Explanation of the effect of any re-statements of information provided in earlier
reports, and the reasons for such re-statement (e.g., mergers/acquisitions, change
of base years/periods, nature of business, and measurement methods).
3.11
Significant changes from previous reporting periods in the scope, boundary, or
measurement methods applied in the report.
3.12
Table identifying the location of the Standard Disclosures in the report.
3.13
Policy and current practice with regard to seeking external assurance for the
report.
4. Governance, Commitments, and Engagement Governance
60
4.1
Governance structure of the organization, including committees under the
highest governance body responsible for specific tasks, such as setting strategy or
organizational oversight.
4.2
Indicate whether the Chair of the highest governance body is also an executive
officer (and, if so, their function within the organization’s management and the
reasons for this arrangement).
4.3
For organizations that have a unitary board structure, state the number of members of
the highest governance body that are independent and/or non-executive members.
4.4
Mechanisms for shareholders and employees to provide recommendations or
direction to the highest governance body.
4.5
Linkage between compensation for members of the highest governance body,
senior managers, and executives (including departure arrangements), and the
organization’s performance (including social and environmental performance).
4.6
Processes in place for the highest governance body to ensure conflicts of interest
are avoided.
4.7
Process for determining the qualifications and expertise of the members of the
highest governance body for guiding the organization’s strategy on economic,
environmental, and social topics.
4.8
Internally developed statements of mission or values, codes of conduct, and
principles relevant to economic, environmental, and social performance and the
status of their implementation.
4.9
Procedures of the highest governance body for overseeing the organization’s
identification and management of economic, environmental, and social performance, including relevant risks and opportunities, and adherence or compliance
with internationally agreed standards, codes of conduct, and principles.
7
There has been no significant change in the scope, limits or measurement
methods in relation to previous documents.
7
There was a change in the methodology for calculating the EN3 and EN4
indicators and, for this reason, there is no comparison base.
7
59 to 63
The facts and figures reported in the document were checked and examined by the
areas of the company. There is no policy for an external verification of the information. Only the financial statement of the Walmart Institute, available at http://iwm.
org.br/arquivos/b/bal/balanco/834_DFInsitutoWalmart2012pdf.pdf, were audited.
Note
AR’s pages
Information on the governance structure of Wal-Mart Stores, Inc.,
the parent company of Walmart Brasil, is available on the following link: http://
stock.walmart.com/corporate-governance.
The CEO of the company is not the president of the
Board of Directors, as this is global.
The positions of vice-president of Audit, Legal and Finance in Brazil are held by
independent members.
18 and 22
Walmart maintains a guideline in relation to the theme but does not describe or
publish the remuneration base for this performance.
Walmart uses the Open Door Policy that stimulates communication between the teams
and its leadership and encourages them to communicate violations.
Senior management members must demonstrate a commitment to the basic
principles of Walmart and to the results of the company in Brazil, balancing
professionalism and a humanistic vision of the business in order to ensure
sustainable growth while observing the social, environmental and economic
guidelines established by the company.
40
11
11
Walmart supervises the adoption of the best management tools. Of these, we
would highlight some internal committees for the analysis of subjects related to
the areas of Ethics & Compliance and Auditing. The company is also a signatory
to various codes of conduct, sector pacts, and cooperation agreements in the
social and environmental field and is also a member of business movements,
associations and voluntary bodies.
Partially reported. In 2012, the company developed its own tool (Escaladas),
influenced by the Must Win Battles methodology proposed by professors and
writers Peter Killing, Thomas Malnight and Tracey Keys in the eponymous book. Its
configuration occurred from the decisions on the main objectives and goals to be
pursued by the company, presented at a strategic meeting with the participation of
the presidents, vice-presidents and directors of the company. The main proposals
were separated into various hierarchical levels, and a monthly analysis is made of
the performance of the activities to achieve them, allowing an evaluation of the
advances and main challenges for Walmart Brasil.
Another fundamental point related to the management of the processes is the
unification of the company’s information systems, considered strategic to obtain an
even more flexible and precise monitoring of the main initiatives and productivity
gains. The store conversion tests began at the end of 2012. The Information Technology
team is evaluating the results to improve the project and speed up the conversion of
the stores and distribution centers to a same platform which should be finalized In the
first half of 2016. This work aimed to use the best tools within Walmart, particularly in
the United States, and adapt them to Brazil’s needs. One of the focuses of activity in
2012 was to simplify the tools available to the Commercial and Financial areas. These
significantly improved the management processes which were fundamental for the
development of the business according to the Everyday Low Prices philosophy.
11 and 18
4.10
Processes for evaluating the highest governance body’s own performance,
particularly with respect to economic, environmental, and social performance.
4.11
Explanation of whether and how the precautionary approach or principle is
addressed by the organization.
4.12
Externally developed economic, environmental, and social charters, principles, or
other initiatives to which the organization subscribes or endorses.
30
4.13
Memberships in associations (such as industry associations) and/or national/international advocacy organizations in which the organization: a) has positions in governance bodies, b) participates in projects or committees, c) provides substantive
funding beyond routine membership dues or d) views membership as strategic.
23, 31 and 48
4.14
List of stakeholder groups engaged by the organization.
4.15
Basis for identification and selection of stakeholders with whom to engage.
4.16
Approaches to stakeholder engagement, including frequency of engagement by
type and by stakeholder group.
7, 22, 31 and 43
4.17
Key topics and concerns that have been raised through stakeholder engagement,
and how the organization has responded to those key topics and concerns,
including through its reporting.
6, 7 and 22
22 and 23
7
6 and 7
Adicional
HR3
Total de horas de treinamento para empregados em políticas e procedimentos
relativos a aspectos de direitos humanos relevantes para as operações, incluindo
o percentual de empregados que recebeu treinamento.
Aspecto: Não Discriminação
Essencial
HR4
Número total de casos de discriminação e as medidas que foram tomadas.
Aspecto: Liberdade de Associação e Negociação Coletiva
Essencial
HR5
Operações identificadas em que o direito de exercer a liberdade de associação
e a negociação coletiva pode estar correndo risco significativo e as medidas
tomadas para apoiar esse direito.
Aspecto: Trabalho Infantil
Essencial
HR6
HR7
HR8
Adicional
HR9
Observação
Percentual do pessoal de segurança submetido a treinamento nas políticas ou
nos procedimentos da organização relativos a aspectos de direitos humanos que
sejam relevantes às operações.
Número total de casos de violação de
direitos dos povos indígenas e medidas tomadas.
Observação
Essencial
SO1
Observação
Observação
Essencial
SO3
Percentual e número total de unidades de negócios submetidas
a avaliações de riscos relacionados a corrupção.
Percentual de empregados treinados nas políticas e nos procedimentos
anticorrupção da organização.
Essencial
SO4
Medidas tomadas em resposta a casos de corrupção.
Aspecto: Políticas Públicas
Essencial
SO5
Adicional
SO6
Posições quanto a políticas públicas e participação na elaboração de políticas
públicas e lobbies.
Valor total de contribuições financeiras e em espécie para partidos políticos,
políticos ou instituições relacionadas, discriminadas por país.
Aspecto: Concorrência Desleal
Adicional
SO7
Número total de ações judiciais por concorrência desleal, práticas de truste e
monopólio e seus resultados.
Aspecto: Conformidade
Essencial
SO8
Valor monetário de multas significativas e número total de sanções não
monetárias resultantes da não conformidade com leis e regulamentos.
11 e 40
Essencial
PR1
Adicional
PR2
Essencial
PR3
Adicional
PR4
Adicional
PR5
Tipo de informação sobre produtos e serviços exigida por procedimentos de
rotulagem e o percentual de produtos e serviços sujeitos a tais exigências.
Número total de casos de não conformidade com regulamentos e códigos
voluntários relacionados a informações e rotulagem de produtos e serviços,
discriminados por tipo de resultado.
Práticas relacionadas à satisfação do cliente, incluindo resultados
de pesquisas que medem essa satisfação.
Aspecto: Comunicação de Marketing
Essencial
PR6
Adicional
PR7
11
40
Observação
Adicional
PR8
Não material.
Observação
Observação
Essencial
PR9
Págs. RA
Não material.
43 a 45
Observação
Págs. RA
41
41
Observação
Págs. RA
Não material.
Não material.
44 a 45
Observação
Número total de reclamações comprovadas relativas a violação de privacidade e
perda de dados de clientes.
Não material.
Págs. RA
Não material.
Observação
Observação
Valor monetário de multas significativas por não conformidade com leis e
regulamentos relativos ao fornecimento e uso de produtos e serviços.
Págs. RA
Foram registradas duas ações judiciais com mais de um conteúdo,
ambas ainda em andamento e aguardando sentença.
Não material.
Aspecto: Compliance
Págs. RA
44
Programas de adesão a leis, normas e códigos voluntários relacionados a
comunicações de marketing, incluindo publicidade, promoção e patrocínio.
voluntários relativos a comunicações de marketing, incluindo publicidade,
promoção e patrocínio, discriminados por tipo de resultado.
Aspecto: Conformidade
Págs. RA
11 e 40
Fases do ciclo de vida de produtos e serviços em que os impactos na saúde
e segurança são avaliados visando à melhoria e ao percentual de produtos e
serviços sujeitos a esses procedimentos.
voluntários relacionados aos impactos causados por produtos e serviços na saúde
e segurança durante o ciclo de vida, discriminados por tipo de resultado.
Aspecto: Rotulagem de Produtos e Serviços
Págs. RA
52 a 57
Forma de Gestão PR (Aspecto: Saúde e Segurança do Cliente)
Aspecto: Saúde e Segurança do Cliente
Págs. RA
Não material. Não foram registrados em 2012 casos envolvendo
violação dos direitos dos povos indígenas.
Observação
SO2
Págs. RA
O pessoal de segurança é terceirizado e, por isso,
não há dados referentes ao treinamento desse grupo.
Observação
Essencial
Págs. RA
33 e 40
Natureza, escopo e eficácia de quaisquer programas e práticas para
avaliar e gerir os impactos das operações nas comunidades, incluindo
entrada, operação e saída.
Aspecto: Corrupção
Págs. RA
33 e 40
Forma de Gestão SO (Aspectos: Comunidade, Corrupção e Concorrência Desleal)
Aspecto: Comunidade
Págs. RA
Não material.
Operações identificadas como de risco significativo de ocorrência de trabalho
forçado ou análogo ao escravo e as medidas tomadas para contribuir para a
erradicação do trabalho forçado ou análogo ao escravo.
Aspecto: Práticas de Segurança
Adicional
Observação
Informação confidencial.
Operações identificadas como de risco significativo de ocorrência de trabalho
infantil e as medidas tomadas para contribuir para a abolição do trabalho infantil.
Aspecto: Trabalho Forçado ou Análogo ao Escravo
Essencial
Não há treinamento específico para esse termo.
Não material.
Págs. RA
Págs. RA
DISCLOSURE ON MANAGEMENT APPROACH EC (Aspect: Indirect Economic Impacts)
Aspect: Economic Performance
Core
EC1
Direct economic value generated and distributed, including revenues, operating
costs, employee compensation, donations, and other community investments,
retained earnings, and payments to capital providers and governments.
Core
EC2
Financial implications and other risks and opportunities for the organization’s
activities due to climate change.
Core
EC3
Coverage of the organization’s defined benefit plan obligations.
Core
EC4
Significant financial assistance received from government.
Aspect: Market Presence
Aditional
EC5
Core
EC6
Core
EC7
Range of ratios of standard entry level wage compared to local minimum wage at
significant locations of operation.
Policy, practices, and proportion of spending on locally-based suppliers at
significant locations of operation.
Procedures for local hiring and proportion of senior management hired from the
local community at locations of significant operation.
Aspect: Indirect Economic Impacts
Core
EC8
Aditional
EC9
Development and impact of infrastructure investments and services
provided primarily for public benefit through commercial, in-kind, or
pro bono engagement.
Understanding and describing significant indirect economic impacts, including
the extent of impacts.
52 to 57
Note
Not material.
Not material. The company has no defined benefit plan.
A pension plan is offered in which the employee has the choice of a plan
with more convenient alternatives directly with a financial institution.
Not material. No assistance was received from the government.
Note
Core
EN1
Materials used by weight or volume.
Core
EN2
Percentage of materials used that are recycled input materials.
Core
EN3
Direct energy consumption by primary energy source.
Aspect: Energy
Not material.
36 to 37
Not material. Partially reported.
19
Note
AR’s pages
Partially reported.
23, 52 to 57
52 to 57
22 to 27
Note
AR’s pages
26
Not material.
Note
AR’s pages
Not material. To be reported.
24
24
24 and 25
Core
EN4
Indirect energy consumption by primary source.
Aditional
EN5
Energy saved due to conservation and efficiency improvements.
Aditional
EN6
Initiatives to provide energy-efficient or renewable energy based products and
services, and reductions in energy requirements as a result of these initiatives.
Not material.
Aditional
EN7
Initiatives to reduce indirect energy consumption and reductions achieved.
Not material.
Aspect: Water
Note
Core
EN8
Total water withdrawal by source.
Not material.
Aditional
EN9
Water sources significantly affected by withdrawal of water.
Not material.
Aditional
EN10
Percentage and total volume of water recycled and reused.
Not material.
Aspect: Biodiversity
Note
Location and size of land owned, leased, managed in, or adjacent to, protected
areas and areas of high biodiversity value outside protected areas.
Description of significant impacts of activities, products, and services on
biodiversity in protected areas and areas of high biodiversity value outside
protected areas.
Not material.
Core
EN11
Core
EN12
Aditional
EN13
Habitats protected or restored.
Not material.
Aditional
EN14
Strategies, current actions, and future plans for managing impacts on biodiversity.
Not material.
Aditional
EN15
Number of IUCN Red List species and national conservation list species with
habitats in areas affected by operations, by level of extinction risk.
Not material.
Aspect: Emissions, Effluents, and Waste
Core
EN16
Total direct and indirect greenhouse gas emissions by weight.
Core
EN17
Other relevant indirect greenhouse gas emissions by weight.
AR’s pages
DISCLOSURE ON MANAGEMENT APPROACH EN (Aspect: Products and Services)
Aspect: Materials
AR’s pages
Not material. The financial information is not broken down and is
consolidated in the global announcements of the results of Wal-Mart
Stores, Inc. Reports are announced with the main financial data of the
company through a quarterly conference call involving teams from
each country.
AR’s pages
AR’s pages
Not material.
Note
AR’s pages
Not material.
Not material.
Not material. The replacement of refrigeration equipment was carried out
in 258 stores in 2012. The replacement process resulted in the emission
of gases contained in the refrigeration system increasing in 2012 but
ensured there would be a significant fall in emissions from 2013.
Aditional
EN18
Initiatives to reduce greenhouse gas emissions and reductions achieved.
Core
EN19
Emissions of ozone-depleting substances by weight.
Not material.
Core
EN20
NO, SO, and other significant air emissions by type and weight.
Not material.
Core
EN21
Total water discharge by quality and destination.
Not material.
Core
EN22
Total weight of waste by type and disposal method.
27
61
GRI Index
Core
EN23
Aditional
EN24
Aditional
EN25
Total number and volume of significant spills.
Weight of transported, imported, exported, or treated waste deemed hazardous
under the terms of the Basel Convention Annex I, II, III, and VIII, and percentage of
transported waste shipped internationally.
Identity, size, protected status, and biodiversity value of water bodies and related
habitats significantly affected by the reporting organization’s discharges of water
and runoff.
Not material.
Not material.
Not material.
Aspect: Products and Services
Core
EN26
Core
EN27
Initiatives to mitigate environmental impacts of products and services, and extent
of impact mitigation.
Percentage of products sold and their packaging materials that are reclaimed by
category.
Note
32
Partially reported.
32
Note
AR’s pages
Aspect: Compliance
Core
EN28
Monetary value of significant fines and total number of non-monetary sanctions for
non-compliance with environmental laws and regulations.
Not material.
Aspect: Transport
Aditional
EN29
Note
Significant environmental impacts of transporting products and other goods and
materials used for the organization’s operations, and transporting members of
the workforce.
Not material.
Total environmental protection expenditures and investments by type.
Not material.
Aspect: Overall
Aditional
Note
EN30
DISCLOSURE ON MANAGEMENT APPROACH LA (Aspects: Employment, Labor/Management Relations,
Training and Education and Diversity and Equal Opportunity)
Note
LA1
Total workforce by employment type, employment contract, and region.
Core
LA2
Total number and rate of employee turnover by age group, gender, and region.
Aditional
LA3
Benefits provided to full-time employees that are not provided to temporary or
part-time employees, by major operations.
LA4
Percentage of employees covered by collective bargaining agreements.
Core
LA5
Minimum notice period(s) regarding operational changes, including whether it is
specified in collective agreements.
Aditional
LA6
Core
LA7
Core
LA8
Aditional
LA9
Health and safety topics covered in formal agreements with trade unions.
20
Note
LA10
Average hours of training per year per employee by employee category.
Aditional
LA11
Aditional
LA12
Programs for skills management and lifelong learning that support the continued
employability of employees and assist them in managing career endings.
Percentage of employees receiving regular performance and career development
reviews.
20
Note
Core
LA13
Core
LA14
Ratio of basic salary of men to women by employee category.
Not material.
Not material.
Not material.
Note
AR’s pages
Partially reported. Walmart Brasil has no
separate figure for functional category or gender.
19
18
19
Note
DISCLOSURE ON MANAGEMENT APPROACH HR (Aspects: Investment and Procurement Practices, Child Labor and Forced and Compulsory Labor)
Aspect: Investment and Procurement Practices
62
Core
HR1
Percentage and total number of significant investment agreements that include
human rights clauses or that have undergone human rights screening.
Core
HR2
Percentage of significant suppliers and contractors that have undergone
screening on human rights and actions taken.
AR’s pages
Not material.
Aspect: Diversity and Equal Opportunity
Composition of governance bodies and breakdown of employees per category
according to gender, age group, minority group membership, and other
indicators of diversity.
AR’s pages
None. There is no predefined period established
and it varies according to each case.
Aspect: Training and Education
Core
AR’s pages
Not available.
Aspect: Occupational Health and Safety
Percentage of total workforce represented in formal joint management – worker
health and safety committees – that help monitor and advise on occupational
health and safety programs.
Rates of injury, occupational diseases, lost days, and absenteeism, and number of
work-related fatalities by region.
Education, training, counseling, prevention, and risk-control programs in place
to assist workforce members, their families, or community members regarding
serious diseases.
AR’s pages
16
Aspect: Labor/Management Relations
Core
AR’s pages
19 and 20
Aspect: Employment
Core
AR’s pages
AR’s pages
20
20
32 and 33
Note
AR’s pages
Not material.
Partially reported.
40
Additional
HR3
Total hours of employee training on policies and procedures concerning aspects
of human rights that are relevant to operations, including the percentage of
employees trained.
Aspect: Non-Discrimination
Core
HR4
Total number of incidents of discrimination and actions taken.
Aspect: Freedom of Association and Collective Bargaining
Core
HR5
Operations and significant suppliers identified in which the right to exercise
freedom of association and collective bargaining may be violated or at significant
risk, and actions taken to support these rights.
Aspect: Child Labor
Core
HR6
HR7
HR8
Additional
HR9
Note
Note
Core
SO1
Note
Core
SO2
Core
SO3
Core
SO4
Actions taken in response to incidents of corruption.
Aspect: Public Policy
Core
SO5
Additional
SO6
Aspect: Anti-Competitive Behavior
Additional
SO7
Total number of legal actions for anti-competitive behavior,
anti-trust, and monopoly practices and their outcomes.
Aspect: Compliance
Core
SO8
Note
11
40
Core
PR1
Additional
PR2
Not material.
Note
Core
PR3
Additional
PR4
Additional
PR5
Type of product and service information required by procedures, and percentage
of significant products and services subject to such information requirements.
Total number of incidents of non-compliance with regulations and
voluntary codes concerning product and service information
and labeling, by type of outcomes.
Practices related to customer satisfaction, including results
of surveys measuring customer satisfaction.
Aspect: Marketing Communications
Core
PR6
Additional
PR7
Additional
PR8
Core
PR9
43 to 45
Note
41
Note
AR’s pages
Not material.
Not material.
44 to 45
Note
Total number of substantiated complaints regarding breaches
of customer privacy and losses of customer data.
Not material.
AR’s pages
Not material.
Note
Note
Monetary value of significant fines for non-compliance with laws and
regulations concerning the provision and use of products and services.
AR’s pages
41
Not material.
Aspect: Compliance
AR’s pages
Not material.
Programs for adherence to laws, standards, and voluntary codes related to
marketing communications, including advertising, promotion, and sponsorship.
Total number of incidents of non-compliance with regulations and voluntary
codes concerning marketing communications, including advertising,
promotion, and sponsorship by type of outcomes.
Aspect: Customer Privacy
AR’s pages
Two lawsuits were recorded with more than one content,
both still in progress and awaiting sentencing.
Life cycle stages in which health and safety impacts of products and services
are assessed for improvement, and percentage of significant products and
services categories subject to such procedures.
Total number of incidents of non-compliance with regulations and voluntary
codes concerning health and safety impacts of products and services during their
life cycle, by type of outcomes.
Aspect: Product and Service Labeling
AR’s pages
44
Management PR (Aspects: Customer Health and Safety)
Aspects: Customer Health and Safety
AR’s pages
11 and 40
Note
Monetary value of significant fines and total number of non-monetary
sanctions for non-compliance with laws and regulations.
AR’s pages
52 to 57
Note
Public policy positions and participation in public policy
development and lobbying.
Total value of financial and in-kind contributions to political parties,
politicians, and related institutions by country.
AR’s pages
11 and 40
Note
Percentage and total number of business units analyzed
for risks related to corruption.
Percentage of employees trained in organization’s
anti-corruption policies and procedures.
AR’s pages
The security staff is outsourced and therefore there are
no data related to the training of this group.
Not material. There were no cases in 2012 involving
rights violation of indigenous peoples.
Percentage of operations with implemented local community engagement,
impact assessments, and development programs.
Aspect: Corruption
AR’s pages
33 and 40
Management SO (Aspects: Local Community, Corruption and Anti-Competitive Behavior)
Aspect: Local Community
AR’s pages
33 and 40
Operations and significant suppliers identified as having significant risk for
incidents of forced or compulsory labor, and measures to contribute to the
elimination of all forms of forced or compulsory labor.
Percentage of security personnel trained in the organization’s policies or
procedures concerning aspects of human rights that are relevant to operations.
Total number of incidents of violations involving rights
of indigenous people and actions taken.
AR’s pages
Not material.
Note
Aspect: Security Practices
Additional
Note
Confidential.
Operations and significant suppliers identified as having significant risk for
incidents of child labor, and measures taken to contribute to the effective
abolition of child labor.
Aspect: Forced and Compulsory Labor
Core
There are no specific trainings for this term.
Not material.
AR’s pages
AR’s pages
Address: Avenida Tucunaré, 125 Alphaville
ZIP 06460-020 Barueri SP
www.walmartbrasil.com.br

Walmart Society SupplierS

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