Overview

In 2004, Walmart wanted to understand its environmental risks. Instead of a purely defensive approach, we proposed exploring sustainability as a positive strategy to reveal hidden business value. Since then, Blu Skye has worked continuously with Walmart leaders throughout the world to scale and evolve sustainability into a regeneration strategy.

Our Role

Early Years

• Analyzed the environmental footprint of global operations, supply chain and products using an input output-based model. This data supported sustainability as a growth strategy.

• Coordinated the development of three public goals announced by the CEO: Zero Waste, 100% Supplied by Renewable Energy, Sell Products that Sustain Our Planet

• Launched initial set of 14 focus areas and ad hoc governance structure, called Sustainable Value Networks, to coordinate activities and results

• Designed and staffed the initial corporate sustainability function

• Designed and facilitated executive working sessions to build momentum, align and plan

• Developed global Milestone Meetings to assess progress and make commitments

• Advised the CEO and Executive Committee members on how and where to integrate sustainability into day to day actions, often as part of sustainability field trips or multi-stakeholder listening sessions

Middle Years

• Designed, facilitated and project managed complex projects in operations, merchandising, recruiting, and communications requiring coordinated action among diverse stakeholders inside and outside the company

• Worked to improve sustainability outcomes in Asian supply systems

• With Walmart’s support, led the creation of industry associations focused on scaling sustainability outcomes – the Sustainable Apparel Coalition, and The Sustainability Consortium

• Supported multiple restructurings of the sustainability function to manage growth

• Advised the new CEO and senior line managers

Recent Years 

• Supporting the creation and evolution of Project Gigaton

• Supporting the continued integration of Nature goals to protect, manage or restore at least 50 million acres of land and one million square miles of ocean by 2030 into core operations.

• Supporting ongoing executive engagement in becoming a regenerative company

Results

• Year 1 implementation resulted in >$500M in ROI and many multiples of this in years since launch

• Met or exceeded >95% of publicly stated goals

• Walmart operations lead in reducing waste to landfills, using renewable energy, and having the most efficient truck fleet

• Walmart merchandising lead in product innovation (eg. detergent concentration) and supply chain innovation (eg. chemical transparency, certifications, place-based regeneration) within Private Brands and with National Brands

• ESG and SRI investors acknowledge Walmart as a leader

• Sustainability leadership demonstrably assists in attracting and retaining top talent

• Sustainability leadership supports shareholder value