Sustainability Report 2015


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Commitments in all the value chain

Supply chain

Walmart Brasil has pledged to build long-lasting relationships that promote sustainable development in the supply chain and the communities and areas where it operates, as well as to encourage actions to preserve the environment. This positioning is fundamentally important for its strategy of offering quality products at low, more competitive prices every day of the week, with a reduced social and environmental impact.

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Logistics and transport

Maintaining an efficient logistics and transport system is essential for the good performance of the retail value chain. Walmart Brasil uses modern technologies in its Distribution Centers (DCs) and in monitoring the fleet to ensure that its stores are always supplied with fresh products. However, this commitment goes beyond labor and environmental issues.

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Retail

Walmart Brasil is aware of its position as a source of engagement, not only in its operations but also in its value chain, and develops its sustainability strategy on different fronts. These initiatives range from promoting an attractive working environment that encourages the specific development of the activities to the creation of more efficient stores and the correct environmental disposal of waste.

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Consumers and Society

Managing Walmart Brasil's business includes the continuous adoption of practices to strengthen relations with consumers and society as a whole. The actions, programs and projects are aligned to the company's mission and directed at good service and to guarantee the safety and quality of the products sold in all the chain's stores.

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Post-Consumption

Walmart Brasil's encouragement to improving the retail value chain does not end with the sale of the items in its various stores. The company's social and environmental responsibility also covers the entire life cycle of the products and aims to encourage consumers to adopt sustainable practices and companies to raise the standards of the management of their business.

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