Profile Disclosure
Strategy and analysis		AR Pages
1.1	Statement from the most senior decision-maker of the organization about the relevance of sustainability to the organization and its strategy.
1.2	Description of key impacts, risks, and opportunities.
Organizational profile
2.1	Name of the organization.
2.2	Primary brands, products, and/or services.
2.3	Operational structure of the organization, including main divisions, operating companies, subsidiaries, and joint ventures.
2.4	Location of organization's headquarters.
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.
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 including: a) number of employees, b) number of operations, c) net sales or net revenues, d) total capitalization broken down into debt and shareholders´ equity and e) quantity of products and services offered.
2.9	Significant changes during the reporting period regarding size, structure, or ownership.	There has been no significant change.
2.10	Awards received in the reporting period.
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. Include an explanation of how the organization used the guidelines to define the contents of the report, the principles related to them and the technical protocol (Use of the Content Principles of the Report).
3.6	Boundary of the report (e.g. countries, divisions, subsidiaries, leased facilities, joint ventures, suppliers).
3.7	State any specific limitations on the scope or boundary of the report.	The figures presented cover operations of Walmart Brasil.
3.8	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.
3.9	Data measurement techniques and the bases of calculations, including assumptions and techniques underlying estimates applied to the compilation of the indicators and other information in the report.
3.10	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, measurement methods).	Cases in which one-off alterations/revisions occurred are duly indicated in the text.
3.11	Significant changes from previous reporting periods in the scope, boundary, or measurement methods applied in the report.	This document does not present any significant changes in relation to the previous reports.
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.	This Report has not undergone any external verification by a third party but was analyzed by the GRI which confirmed application level B.
Governance, commitments and engagement
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. Describe the mandate and the composition (including the number of independent members and/or non-executive members) of the highest level governance body and its committees and indicate the position of each individual and any direct responsibility for economic, social and environmental performance. Report the percentage of individuals by gender that are part of the highest governance body of the organization and its committees in terms of age range, minorities and other diversity indicators.	Information on the governance structure of Wal-Mart Stores, Inc., the parent company of Walmart Brasil, is available here
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).	The CEO of the company is not the president of the Board of Directors, as this is global.
4.3	For organizations that have a unitary board structure, state the number of members of the highest governance body who are independent and/or non-executive members. State how the organization defines "independent" and "non-executive ". This element is only applied in organizations that have unitary management structures (see the glossary for the definition of "independent member").	The positions of vice-president of Audit, Legal and Finance in Brazil are held by independent members.
4.4	Mechanisms for shareholders and employees to provide recommendations or guidance 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).	Walmart maintains a guideline in relation to the theme but does not describe or publish the remuneration base for this performance.
4.6	Processes in place for the highest governance body to ensure conflicts of interest are avoided.	Walmart uses the Open Door Policy that stimulates communication between the teams and its leadership and encourages them to communicate violations.
4.7	Process for determining the qualifications and expertise of the members of the highest governance body and its committees, including any consideration on gender and other diversity indicators.	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 humanitarian vision of the business in order to ensure sustainable growth while observing the social, environmental and economic guidelines established by the company.
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.	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.
4.10	Processes for evaluating the highest governance body’s own performance, particularly with respect to economic, environmental, and social performance.	The management of processes and the unification of the company's information systems are regarded as strategic for an even more flexible and precise monitoring of the main initiatives and obtaining productivity gains. The South region of Brazil was totally integrated to the company's operating system in 2014, unifying the information on a single platform. In 2015, the process of integrating the stores of the Northeast, acquired from the Bompreço chain, will allow greater flexibility and efficiency with gains of synergy in the operations.
4.11	Explanation of whether and how the precautionary approach or principle is addressed by the organization.	It is adopted in a widespread way, in a number of initiatives that run at the same time, such as the Pacto pela Sustentabilidade (Sustainability Pact), of the company's own strategy, the Monitoramento da Carne Bovina (Monitoring the Origin of Beef) and the development of private label products.
4.12	Externally developed economic, environmental, and social charters, principles, or other initiatives to which the organization subscribes or endorses.
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.
4.14	List of stakeholder groups engaged by the organization.	The senior management of Walmart Brasil, customers and representatives of suppliers, employees, NGOs, the media, academics and trade bodies.
4.15	Basis for identification and selection of stakeholders with whom to engage.	These stakeholders were defined in the process of creating the  materiality matrix, in the consultancy stage with the company´s main executives.
4.16	Approaches to stakeholder engagement, including frequency of engagement by type and by stakeholder group.
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.

Indicators of economic performance
Aspect: Economic performance
Kind of management: Retail/People management and Consumers and society
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.	Not material.
Core	EC2	Financial implications and other risks and opportunities for the organization’s activities due to climate change.	Not material.
Core	EC4	Significant financial assistance received from government.	Not material, but reported. Walmart Brasil does not receive fiscal incentives or subsidies from the government.
Aspect: Market presence
Kind of management: Retail and Supply Chain
Additional	EC5	Range of ratios of standard entry level wage, presented by gender, compared to local minimum wage at significant locations of operation.
Core	EC6	Policy, practices, and proportion of spending on locally-based suppliers at significant locations of operation.	Not material, but reported.
Core	EC7	Procedures for local hiring and proportion of senior management hired from the local community at locations of significant operation.
Aspect: Indirect economic impacts
Kind of management: Consumers and society and Supply Chain
Core	EC8	Development and impact of infrastructure investments and services provided primarily for public benefit through commercial, in-kind, or pro bono engagement.
Additional	EC9	Identification and description of significant indirect economic impacts, including the extent of impacts.
Indicators of environmental performance
Aspect: Materials
Kind of management: Environmental Management
Core	EN1	Materials used by weight or volume.	Not material.
Core	EN2	Percentage of materials used that are recycled input materials.	Not material.
Aspect: Energy
Kind of management: Environmental Management
Core	EN3	Direct energy consumption by primary energy source.	Not material, but reported.
Core	EN4	Indirect energy consumption by primary source.	Not material, but reported.
Additional	EN5	Energy saved due to conservation and efficiency improvements.	Not material, but reported.
Additional	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.
Additional	EN7	Initiatives to reduce indirect energy consumption and reductions achieved.	Not material, but reported.
Aspect: Water
Kind of management: Environmental Management
Core	EN8	Total water withdrawal by source.	Not material.
Additional	EN9	Water sources significantly affected by withdrawal of water.	Not material.
Additional	EN10	Percentage and total volume of water recycled and reused.	Not material.
Aspect: Biodiversity
Kind of management: Supply Chain and Environmental Management
Core	EN11	Location and size of land owned, leased, managed in, or adjacent to, protected areas and areas of high biodiversity value outside protected areas.	Not material.
Core	EN12	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.
Additional	EN13	Habitats protected or restored.	Not material.
Additional	EN14	Strategies, current actions, and future plans for managing impacts on biodiversity.	Not material, but reported.
Additional	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
Kind of management: Retail/ Environmental management
Core	EN16	Total direct and indirect greenhouse gas emissions by weight.	Not material.
Core	EN17	Other relevant indirect greenhouse gas emissions by weight.	Not material.
Additional	EN18	Initiatives to reduce greenhouse gas emissions and reductions achieved.	Not material.
Core	EN19	Emissions of ozone-depleting substances by weight.	Not material.
Core	EN20	NOx, SOx, 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.	Not material, but reported.
Core	EN23	Total number and volume of significant spills.	Not material.
Additional	EN24	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.	Not material.
Additional	EN25	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.
Aspect: Products and services
Kind of management: Value chain and Supply chain
Core	EN26	Initiatives to mitigate environmental impacts of products and services, and extent of impact mitigation.
Core	EN27	Percentage of products sold and their packaging materials that are reclaimed by category.	Not available.
Aspect: Compliance
Kind of management: Environmental management
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
Kind of management: Environmental management
Additional	EN29	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.
Aspect: Overall
Kind of management: Environmental management
Additional	EN30	Total environmental protection expenditures and investments by type.	Not material.
Performance indicators related to labor and decent work practices
Aspect: Employment
Kind of management: Retail/People Management
Core	LA1	Total workforce by employment type, employment contract, and region described by gender.
Core	LA2	Total number and rate of employee turnover by age group, gender, and region.	Not available.
Additional	LA3	Benefits provided to full-time employees which are not provided to temporary or part-time employees, by major operations.
Core	LA15	Return to work and the retention rates after maternity/paternity leave described by gender.	Not material.
Aspect: Labor/Management relations
Kind of management: Retail/People management
Core	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.	There is no predefined period established in the collective agreements. The direct communication to the employee or his/her representative varies according to each case.
Aspect: Occupational health and safety
Kind of management: Retail/People management
Additional	LA6	Percentage of total workforce represented in formal joint management – worker health and safety committees – who help monitor and advise on occupational health and safety programs.	Not material.
Core	LA7	Rates of injury, occupational diseases, lost days, and absenteeism, and number of work-related fatalities by region and gender.	Not material.
Core	LA8	Education, training, counseling, prevention, and risk-control programs in place to assist workforce members, their families, or community members regarding serious diseases.	Not material.
Additional	LA9	Health and safety topics covered in formal agreements with labor unions.	Not material.
Aspect: Training and education
Kind of management: Retail/People Management/Training
Core	LA10	Average hours of training per year per employee by gender and employee category.
Additional	LA11	Programs for skills management and lifelong learning that support the continued employability of employees and assist them in managing career endings.	Walmart Brasil does not maintain this kind of program.
Additional	LA12	Percentage of employees receiving regular performance and career development reviews according to gender.
Aspect: Diversity and equal opportunity
Kind of management: Retail/People Management/Diversity
Core	LA13	Composition of governance bodies and breakdown of employees per category according to gender, age group, minority group membership, and other indicators of diversity.
Aspect: Equal pay for women and men
Kind of management: Retail/People Management/Wages and benefits
Core	LA14	Ratio of basic salary of men to women by employee category and by operations in significant locations.
Performance indicators related to human rights
Aspect: Investment and procurement practices
Kind of management: Value chain/Ethics in the supply chain
Core	HR1	Percentage and total number of significant investment agreements that include human rights clauses or that have undergone human rights screening.	Not material.
Core	HR2	Percentage of significant suppliers and contractors that have undergone screening on human rights and actions taken.
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
Kind of management: Retail/People Management/Ethics
Core	HR4	Total number of cases of discrimination and actions taken.	We had no convictions in 2014.
Aspect: Free association and collective bargaining
Kind of management: Value chain/Ethics in the supply chain
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.	Not material.
Aspect: Child labor
Kind of management: Value chain/Ethics in the supply chain
Core	HR6	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 slave-like labor
Kind of management: Value chain/Ethics in the supply chain
Core	HR7	Operations and significant suppliers identified as having significant risk for incidents of forced or slave labor, and measures to contribute to the elimination of all forms of forced or slave labor.
Aspect: Security practices
Kind of management: Retail/People Management/Training and Value chain/Ethics in the supply chain
Additional	HR8	Percentage of security personnel trained in the organization’s policies or procedures concerning aspects of human rights that are relevant to operations.
Aspect: Indigenous rights
Kind of management: Value chain/Ethics in the supply chain
Additional	HR9	Total number of incidents of violations involving rights of indigenous people and actions taken.	Not material, but reported. There were no cases involving rights violation of indigenous peoples.
Aspect: Evaluation
Kind of management: Value chain/Ethics in the supply chain
Core	HR10	Percentage and total number of operations that were submitted to analysis and/or the evaluations of impacts related to human rights.	Not material.
Aspect: Compensation
Kind of management: Value chain/Ethics in the supply chain
Core	HR11	Number of complaints related to human rights protocoled, dealt with and solved through the formal complaint mechanism.	Not material.
Social performance indicators related to society
Aspect: Local community
Kind of management: Supply Chain/Beef monitoring in the Amazon region
Core	SO1	Percentage of operations with implemented local community engagement, impact assessments, and development programs.
Core	SO9	Operations with potential or real significant negative impacts in the local communities.
Core	SO10	Measures to prevent and offset potential or real significant negative impacts on the local communities implemented in the operations.
Aspect: Corruption
Kind of management: Retail/People Management/Ethics
Core	SO2	Percentage and total number of business units analyzed for risks related to corruption.	In 2014, evaluations of the risks of corruption were carried out globally, with particular attention given to business units that interact with government employees.
Core	SO3	Percentage of employees trained in organization’s anti-corruption policies and procedures.
Core	SO4	Actions taken in response to incidents of corruption.
Aspect: Public policy
Kind of management: Retail/Public and sector policies
Core	SO5	Public policy positions and participation in public policy development and lobbying.
Additional	SO6	Total value of financial and in-kind contributions to political parties, politicians, and related institutions by country.
Aspect: Anti-competitive behavior
Kind of management: Retail/Public and sector policies
Additional	SO7	Total number of legal actions for anti-competitive behavior, anti-trust, and monopoly practices and their outcomes.	In 2014, there were two lawsuits, with more than one content; the company is awaiting the verdict in one and an administrative agreement is being carried out in the other.
Aspect: Compliance
Kind of management: Retail/People Management/Ethics
Core	SO8	Monetary value of significant fines and total number of non-monetary sanctions for non-compliance with laws and regulations.	Not material.
Performance indicators related to product responsibility
Aspect: Customer health and safety
Kind of management: Supply chain/Own brands
Core	PR1	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.
Additional	PR2	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.	Not available.
Aspect: Product and service labelling
Kind of management: Consumers and Society
Core	PR3	Type of product and service information required by labelling procedures and percentage of significant products and services subject to such information requirements.	Not material.
Additional	PR4	Total number of incidents of non-compliance with regulations and voluntary codes concerning product and service information and labeling, by type of outcome.	Not material.
Additional	PR5	Practices related to customer satisfaction, including results of surveys measuring customer satisfaction.
Aspect: Marketing communications
Kind of management: Consumers and Society
Core	PR6	Programs for adherence to laws, standards, and voluntary codes related to marketing communications, including advertising, promotion, and sponsorship.	Not material.
Additional	PR7	Total number of incidents of non-compliance with regulations and voluntary codes concerning marketing communications, including advertising, promotion, and sponsorship by type of outcomes.	Not material.
Aspect: Customer Privacy
Kind of management: Consumers and Society
Additional	PR8	Total number of substantiated complaints regarding breaches of customer privacy and losses of customer data.	Not material.
Aspect: Compliance
Kind of management: Consumers and Society
Core	PR9	Monetary value of significant fines for non-compliance with laws and regulations concerning the provision and use of products and services.	Not material.