Kathleen McLaughlin: We aim to make the sustainable choice the everyday choice for our customers. McKinsey: Walmart has also committed to regenerative supply chains, including sourcing 20 commodities more sustainably by 2025. We collaboratively monitor and report on progress against an array of performance indicators-some quantitative (like emissions reduction) and some qualitative (like digital citizenship). We aim to use our business strengths in collaboration with others to help bring about positive outcomes in these four arenas for stakeholders and, therefore, our business. Our regeneration agenda prioritizes four key themes at the intersection of stakeholder needs and our business: creating opportunity (through jobs and sourcing), enhancing the sustainability of retail and product supply chains, strengthening the resilience of communities in which we operate, and upholding the highest standards of ethics and integrity as an international business. Doug’s aspiration for us to become a regenerative company is a natural extension of those earlier goals. Walmart’s experience during Hurricane Katrina-of using our capabilities to assist beyond our day-to-day business-resulted in an inflection point and new aspirations that included working toward 100 percent renewable energy, raising wages, and enhancing sustainability. Throughout the 1990s, Walmart grew very quickly and critics were calling for the company to step up and play a bigger, more positive role in addressing social and environmental challenges in society. Kathleen McLaughlin: When Doug committed Walmart to becoming a regenerative company, he was articulating our ambition to have a net-positive impact on people and the planet through our business, which we believe has roots back to our founding over 60 years ago. McKinsey: In 2020, CEO Doug McMillon committed Walmart to becoming a “regenerative company.” What does this mean in practice? An edited version of their conversation follows. She shares practical strategies implemented against the backdrop of examples of measurable steps taken, projects launched, and philanthropic investments made. Kathleen McLaughlin sat down with McKinsey’s Tony Hansen to discuss Walmart’s sustainability journey. Yet, it was in the wake of the devastation left by Hurricane Katrina in 2005-when Walmart found itself simultaneously acting as a “first responder” providing aid, as well as being severely affected itself by the destruction-that it committed itself to leveraging its capabilities and international footprint to create measurable sustainability progress beyond its own operations. Kathleen McLaughlin explains that Walmart has been aware of the importance of sustainability since it was founded more than 60 years ago. As the world’s largest retailer, Walmart is conscious of the catalytic role business can play in helping to create momentum for a bigger focus on sustainability-not only in the retail space, but in assisting communities, suppliers, and other stakeholders for the ultimate good of the planet.
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