Wal-MartChinaAssociatesEngagementSurveyResultPresentationNov.,2005Wal-MartChinaAssociatesEnga1AgendaWhyMeasureEmployeeEngagement?Wal-MartAssociateOpinionSurveyIntroductionSurveyBackground:WhyDoWeConducttheSurvey?ParticipantProfileSurveyMethodologyInterpretingtheResultsKeyFindingsEngagementResultsPositiveAreasNeed-to-improvedAreasBenchmarksandComparisonSuggestedInitiativesBestPracticesforAchievingSustainedEngagementResultsWhatWillImproveifEngagementScoreisIncreased?AgendaWhyMeasureEmployeeEng2WhyMeasureEmployeeEngagement?WhyMeasureEmployeeEngagemen3ImprovingBusinessResultsThroughEngagingPeopleIndividualLifeGoalsandStrategiesIndividualCapabilitiesPeopleRequirementsandTalentStrategyEmploymentRelationshipPeopleManagementPracticesIndividualPrioritiesandEngagementEngagementBusinessResultsandStrategiesBusinessCapabilitiesImprovingBusinessResultsThr4WhyEngagementMatters:

BusinessNeedsServiceQualityFeaturesProblemResolutionPrice/

RelativeValueEmployeeBehaviorRecom-

mendationRetentionExpansionBusinessPerformanceCustomerSatisfaction/

ValueCustomerValueDriversWhyEngagementMatters:

Busine5WhyEngagementMatters:

EmployeeNeedsEmployeeEngagementEmployeeBehaviorTurnoverRecommendEmployeesRecommendProducts/ServicesCreatenewProducts/ServicesCustomerServiceProductivityOpportunityQualityofLifeCultureTotalCompensationLeadershipRelationshipsWorkActivitiesWhyEngagementMatters:

Employ6Wal-MartAssociateOpinionSurveyIntroductionWal-MartAssociateOpinionSur7SurveyBackground:WhyDoWeConducttheSurvey?TheAssociateOpinionSurveyisaveryimportantpartoftheGrassRootsprocess.Itletsuslook,inanobjectiveway,athowassociatesfeelaboutworkingatWal-Mart.Itletsusmeasurewhetherwe’vedoneagoodjobovertimeofhelpingtomakeWal-Martabetterplacetowork.ItprovidesafoundationfortheGrassRootsmeetings,givingmanagersdirectionfortheirdiscussions.Andittellsuswheretoconcentrateourresourcesinordertoraiseourassociateengagementthemostovertime.SurveyBackground:WhyDoWeC8ParticipantsProfile–ByDivisionParticipantsProfile–ByDivi9ParticipantProfile–ByGradeParticipantProfile–ByGrade10EngagementSatisfactionEngagementSatisfaction11EngagementBackgroundConsistentlyspeakpositivelyabouttheorganizationtocoworkers,potentialemployees,andmostcritically,customers(currentandpotential)SayAnintensedesiretobeamemberoftheorganizationStayExertextraeffortandengageinworkthatcontributestobusinesssuccessStriveWhatisEngagement?Engagementisthestateofemotionalandintellectualinvolvementorcommitmentofanemployeetoanorganization.SignificantresearchandexperienceshowstrongevidencethathigherlevelsofEngagementcombinedwithappropriatecapabilityproducestrongerbusinessresultsandsustainablecompetitiveadvantage.Engagedemployeesareproductive,innovativeandtakeownershipoftheirresults.ThreekeybehavioursindicatestrongEngagement.EngagementBackgroundConsisten12TheEngagementModelProceduresPoliciesProcessesValuingPeopleProcessesCompensationPayBenefitsPeopleSeniorManagementBusinessUnitManagerImmediateManagerCo–workersDiversity

OpportunitiesCareerOpportunitiesRecognitionTrainingQualityofLifeWork/LifeBalancePhysicalWorkEnvironmentSafetyLocationEngagementWorkIntrinsicMotivationInfluenceWorkTasksResourcesTheEngagementModelProcedures13IntheEngagementSurvey,employeesrespondedtoeachitembyindicatingtheirlevelofagreement/disagreementwithparticularattributesandbehavioursintheorganization.AnoverallEmployeeEngagementiscalculatedfromemployeeresponsestoasetnumberofquestions(seebelow).Thesequestions,indicatethedegreetowhichemployeeswill“Say”,“Stay”and“Strive”atthecompany:IwouldrecommendWal-Marttoafriendseekingemployment. Giventheopportunity,ItellothersgreatthingsaboutworkingatWal-Mart.

ItwouldtakealottogetmetoleaveWal-Mart. IrarelythinkaboutleavingWal-Marttoworksomewhereelse.

Wal-Martinspiresmetodomybestworkeveryday. Wal-MartmotivatesmetocontributemorethanisnormallyrequiredtocompletemyworkTheEmployeeEngagementscoreisthepercentageofemployeeswhoindividuallyscoredanaverageof>=4.5onSay,StayandStrivequestionsInterpretingtheEngagementScoreSayStayStriveIntheEngagementSurvey,empl14Sam’sClubThecombinedproportionofresponsesfor‘5’and‘6’(‘‘Agree’and‘StronglyAgree’)Resultsshownonthegraphicchartinthereportinclude:Thecombinedproportionofresponsesfor‘1’and‘2’(‘StronglyDisagree’and‘Disagree’).Theproportionofresponsesaseither‘3’,where‘3’is‘SlightlyDisagree’onthe6pointscale.Theproportionofresponsesaseither‘4’,where‘4’is‘SlightlyAgree’onthe6pointscale.Thecombinedproportionofresponsesfor‘5’and‘6’(‘Agree’and‘StronglyAgree’).HomeOfficeStoreTheproportionofresponsesaseither‘3’,where‘3’is‘SlightlyDisagree’onthe6pointscaleTheproportionofresponsesaseither‘4’,where‘4’is‘SlightlyAgree’onthe6pointscaleInterpretingtheDetailedResults

GraphsThecombinedproportionofresponsesfor‘1’and‘2’(‘StronglyDisagree’and‘Disagree’)LogisticsSam’sClubThecombinedproport15ReadingtheSummaryReportsTeamEngagement:HomeOfficeReportMyDepartmentMyDivisionTop20%ofdepartments*OverallResults(PercentageofEngagedEmployees)62%54%62%

EngagedAssociatesarecommittedtodoingtheirbestworkforWal-Mart.They: ?SAYgreatthingsaboutWal-Martandtheirfacility, ?WanttoSTAYatWal-Mart,and ?STRIVEtogoaboveandbeyondtohelpWal-MartandtheirfacilitysucceedTakingAction!Theseareareasthathavethehighestpotentialtoincreaseyourassociateengagementinyourfacility.You’llwanttofocusonthese.3AreasForAction…ToBestMotivateMyTeam(inorderofimportance)CareerOpportunities:IfeelIcanhaveagreatcareeratWal-MartRecognition:Ireceiveappropriaterecognition(beyondmypay)formycontributionsandaccomplishmentsStore/Club/DepartmentManagement:IseestrongevidenceofeffectiveleadershipfrommyManagementteam.MaintainThese!Theseareareasthathavehighpotentialtodecreaseengagementinyourfacility.You’llwanttomaintainwhatyou’recurrentlydoingright.3AreastoMaintain…KeepUptheGoodWorkinTheseAreas(inorderofimportance)MeaningfulWork:Igetasenseofaccomplishmentfrommywork.CompanyReputation:IamproudofwhatWal-Martgivestomylocalcommunity.WorkTasks:Itrulyenjoymyday-to-dayworktasks.ReadingtheSummaryReportsTea16ReadingtheDetailReportThescoreofthequestionisthepercentageoftheemployeeswhomarktheresponseasfavorable.ReadingtheDetailReportThes17KeyFindingsKeyFindings18EngagementResultChinaOverallHomeOfficeStoresSam'sClubLogisticsFacilityNormsEngagementScore54%54%54%50%46%52%1.IwouldrecommendWal-Marttoafriendseekingemployment60%61%61%57%51%55%6.Giventheopportunity,Itellothersgreatthingsaboutworkinghere64%68%64%60%57%60%2.IrarelythinkaboutleavingWal-Marttoworksomewhereelse40%37%42%35%34%43%5.ItwouldtakealottogetmetoleaveWal-Mart81%84%80%79%73%59%3.Wal-Martinspiresmetodomybestworkeveryday49%47%50%46%46%63%7.Wal-Martmotivatesmetocontributemorethanisnormallyrequiredtocompletemywork.44%43%45%40%35%47%SAYSTAYSTRIVEEngagementResultChinaHomeS19PositiveAreasCompanyReputationIwouldrecommendWal-Marttoafriendseekingemployment.IbelieveWal-Martisagoodcitizeninmycommunity.Wal-Martprovidesgoodjobsforpeopleinthisarea.IamproudofwhatWal-Martgivestomylocalcommunity.Giventheopportunity?Itellothersgreatthingsaboutworkinghere.ProcessWal-Mart'spoliciesandproceduresallowmetoprovidegreatcustomerservice.PositiveAreasCompanyReputati20Need-to-improveAreasCareerOpportunityIfeelIcanhaveagreatcareeratWal-Mart.IhaveenoughtimeforcareerdevelopmentPromotionsaregivenfairly.PayIunderstandhowpaychangesaredetermined.IampaidfairlyforthecontributionsImaketothecompany'ssuccess.MyperformancehasasignificanceimpactonmypayNeed-to-improveAreasCareerOp21Need-to-improveAreasManagementIfIhaveanissuewithbeingtreatedunfairlyintheworkplace?Iamconfidentthatourmanagementteamwilltakeappropriateaction.OurmanagementteamspendsenoughtimewithAssociates.Ourmanagementteamactsconsistentlywithwhattheysay.Need-to-improveAreasManagemen22BenchmarksandComparisonBenchmarksandComparison23Hewitt’sNormativeDatabaseProfileNormativedatafromtheChinasectionofHewitt’sBestEmployersinAsia

Database(2005)(BEA)isprovided.Wal-Mart’sresultshavebeenbenchmarkedagainsttheChinamarketdataoftheoveralldatabase,whichincludestheresponsesfrom[]employees.Thisdatabasecontainsdatafrom78companiesrepresenting16industries.Hewitt’sNormativeDatabasePr24TheBestEmployersinChina2005ThePortmanRitz-Carlton,Shanghai

Johnson&JohnsonMedical(China)Ltd.

ASIMCOTechnologiesLimitedChinaHotel,AMarriottHotelGuangzhouBeijingNovartisPharmaLtd.

ChinaHewlett-PackardCo.,Ltd.FederalExpress–DTWCo.,Ltd.TNTChina(Holding)Co.,Ltd.GuangdongNanfangLeeKumKeeHealthProductsCo.,Ltd.IntelChinaLtd./IntelProducts(Shanghai)Ltd./IntelProducts(Chengdu)Ltd./IntelChinaResearchCenterTheBestEmployersinChina2025Hewittconductedastudyofthe1,500organisationsfromitsglobalEngagementclientandBestEmployerdatabasetoexploretherelationshipbetweenEngagementandTotalShareholderReturn(TSR).EngagementandShareholderValue*Source:HewittAssociatesEmployeeEngagementandBestEmployerDatabase.*BestEmployersChina2005(75%)Destructive

ZoneUncertainty

ZonePerformanceZone

(Avg.TSR=20.2%)25%40%60%100%BenchmarkAverages**0%(Avg.TSR=-9.6%)Indifference

Zone(Avg.TSR=5.6%)RestofChinainBEC2005Study(50%)HighPerformers(61%)

TotalShareholderReturn

(TSR>20%from1999-2002)$$HewittEngagementDatabase(52%)**Wal-Mart(54%)54%Hewittconductedastudyofth26EngagementScoreComparison:Wal-Mart,BestEmployersandChinaNormsWal-MartChinaOverallBestEmployersNormsEngagementScore54%75%52%1.IwouldrecommendWal-Marttoafriendseekingemployment60%75%55%6.Giventheopportunity,Itellothersgreatthingsaboutworkinghere64%78%60%2.IrarelythinkaboutleavingWal-Marttoworksomewhereelse40%62%43%5.ItwouldtakealottogetmetoleaveWal-Mart81%86%59%3.Wal-Martinspiresmetodomybestworkeveryday49%79%63%7.Wal-Martmotivatesmetocontributemorethanisnormallyrequiredtocompletemywork.44%66%47%SAYSTAYSTRIVEEngagementScoreComparison:W27EngagementScoreComparisonSayStayStriveEngagementScoreComparisonSay28WhatMakesTheBest,Best?BestEmployers

demonstratethreebasiccharacteristicsacrossallmarkets,includingChina:ConsistentlyinspiregreatperformancefromtheirpeopleManagetheirbusinessinwaysthatbuildlong-termsuccessandsustainabilityGooutoftheirwaytoensureemployeesfeelvaluedWhatMakesTheBest,Best?Best29InspiringGreatPerformanceInspirationandsupportfromthemanagement.Seniorleadersandimmediatemanagersactasrolemodel,andpassionatelyandconsistentlyprovidesupporttothestaff.%EmployeesWhoAgreeandStronglyAgree

TheBestTheRestIseestrongevidenceofeffectiveleadershipfrommymanagementteam.73%40%Itrustourmanagementteamtoactethicallyandhonestly.75%49%Igetenoughgoodinformationaboutourorganization’sresultsandperformance83%49%MydirectSupervisor/ManagerprovidesthesupportIneedtodoagoodjob.75%49%InspiringGreatPerformanceIns30InspiringGreatPerformanceMotivatinghighperformanceachievementthroughrewards.

%EmployeesWhoAgreeandStronglyAgree

TheBestWal-MartIreceiveadequaterecognition(beyondcompensation)formycontributionsandaccomplishments68%36%Myperformancehasasignificantimpactonmypay62%27%Thisorganizationmotivatesmetocontributemorethanisnormallyrequiredtocompletemywork66%44%InspiringGreatPerformanceMot31InspiringGreatPerformanceBestEmployersbetterdefineandimplementstructure,policies,andresourcesthatenhanceproductivityandsupportachievementofbusinessobjectives.

%EmployeesWhoAgreeandStronglyAgree

TheBestWal-MartTheorganization’spoliciesandproceduresallowmetoprovidegreatcustomerservice.ThetoolsandresourcesIhaveallowmetobeasproductiveaspossible63%35%InspiringGreatPerformanceBes32Ensuring

EmployeesFeelValuedBestEmployerscreateemployeeownershipthroughtrustandempowerment.Leaderswalkthetalk.%EmployeesWhoAgreeandStronglyAgreeTheBestWal-MartIhavetheauthoritytomakethedecisionsnecessarytodomyjobwell61%49%EnsuringEmployeesFeelValued33Ensuring

EmployeesFeelValuedBestEmployerscreateamorecompellingemploymentrelationshipbetweenemployeesandemployersbytreatingemployeesasvaluedassetsandpartners.%EmployeesWhoAgreeandStronglyAgree

TheBestWal-MartIammadetofeellikeavaluedmemberofthisorganization56%40%Igetasenseofaccomplishmentfrommywork74%49%Trainingopportunitiesareavailabletohelpmebuildnewskills.76%58%EnsuringEmployeesFeelValued34SuggestedInitiativesSuggestedInitiatives35NeedWal-Mart’sinputtodevelopNeedWal-Mart’sinputtodevel36BestPracticesforAchievingSustainedEngagementResultsBestPracticesforAchievingS37WhatMakesTheBest,Best?TheBestEmployersinAsiastudyrevealsthatBestEmployers

demonstratethreebasiccharacteristicsacrossallmarkets,includingChina:BestEmployersconsistentlyinspiregreatperformancefromtheirpeople;BestEmployersgooutoftheirwaytoensureemployeesfeelvalued;andBestEmployersmanagetheirbusinessinwaysthatbuildlong-termsuccessandsustainability.WhatMakesTheBest,Best?The38BestEmployersInspireGreatPerformanceHaveinplaceanorganizationalstructure,policiesandprocedures,andthetoolsandresourcesto:Enhanceemployeeproductivity,Createapositiveworkenvironment,andHelpthecompanyachieveitsgoalsCareaboutEmployeeperceptionsaboutthefairnesswithwhichtheyarerewarded.Leaderscountininspiringagreatperformancefrompeople:howleadersbehave,howtheirbeliefsshapetheirownactions,andhowwelltheycreateasenseofpassionandprideamongtheirpeopleareimportant.BestEmployersInspireGreatP39BestEmployersValueTheirEmployeesEmployment‘deal’goesfurtherthanisnormallyexpectedsuchasfairandequitablerewards,opportunitiesforcareeradvancement,andasensethatemployeeinterestsaretakenintoaccount.Focusmoreeffectivelyonputtingsystemsandstructuresinplacethatsupportlearninganddevelopment.BeabletoattracttalentsbetterthanTheRest.RetaintheirtalentsbetterthanTheRest.BestEmployersValueTheirEmp40BestEmployersBuildSustainabilityforLongTermSuccessBuildstrong,successfulandsustainablebusinessesbyUsingbalancedscorecardorstrategicmeasurestomanagebusinessandforincentiveComp.;MeasuringtheeffectivenessofHRprogramsagainstemploymentbrandandrecruitmentprocedures;Usemorestrategicmeasurestomanagebusinessandforincentivecomp.incurrentcase.Takemoreeffortoneffectivelyattractingandretainingthesuitabletalents,whichwillalwayskeepthemwithcompetitiveadvantagesinthemarketBestEmployersBuildSustainab41BecomingaBestEmployerBecomingaBestEmployerisnoteasy,butitissimple:LeadersBuildTrustCreateaHighPerformanceCultureEnsureaPipelineofContinuousTalentProvideOutstandingCustomerServiceBecomingaBestEmployerBecom42WhatWillImproveifEngagementScoreisIncreased?WhatWillImproveifEngagemen43BottomLine:25%revenuegrowthand75%netincomegrowthoveratwoyearperiod,

exceedingtargets.Results:

LargeincreaseinemployeeEngagement(47%to62%intwoyears)

20%decreaseinemployeeturnover.Year2100%retentionofallkeytalent.

HewittCaseStudy#1:ProfessionalServicesFirmBackgroundAsianbusinessoflargeglobalprofessionalservicesfirmstrugglingtomeetearningstargetswithhighemployeeturnoverandrelativelylowemployeeEngagement.Leadership,developmentandrecognitionidentifiedaskeydriversofEngagement.GoalImproveemployeeperceptionswithleadershipandmanagementtodriveincreaseinEngagementandtherebyincreaseemployeeinitiativeandaccountabilityforperformance.ApproachNewmanagementteamthatfocusedeffortsonemployeesanddevelopmentofleadersandmanagers.ActionsIncreasedformaldevelopmentopportunitiesforemployeeswithparticularfocusonpreparingemployeesforchangingbusinessrequirements360degreefeedbackforallleadersandtargeteddevelopmentplans.360feedbacklinkedtoEngagementdatatodriveaccountabilityforEngagementtoallleaders.CoachingforleadersLeadersshort-termincentivepartiallylinkedtoEngagementresultsManagementtoolsandresourcesmademoreaccessibletomanagersandmanagerexpectationsmadeclearer.BottomLine:25%revenuegrowt44BottomLine:

Increasedretentionofhighlyskilledandexperiencedstaff

CostreductionduetolowerrecruitingandtrainingcostsResults:Turnoverreducedby5%HewittCaseStudy#2:InformationSystemsDepartmentBackgroundISDepartmentinHRconsultingfirmexperiencinga30%turnover.ITstaffiscontinuallypreyeduponbyrecruiterswhorecruitkeyindividuals.GoalReduceturnoverandmaintainkeyandexperiencedstaff.ApproachConductedgroupandone-on-oneinterviewswithemployeestoidentifyfactorsthatinfluenceemployeeengagementandwouldincreasetheirresistancetocompetitiveoffersActionsRemovedobstaclesaroundpayadministration,increasedcommunicationaroundpay,andtiedcompensationdirectlytoperformanceAssessedeffectivenessofmanagersandputinplace“people”managersversus“technical”managers;establishedmanagertrainingprogramsIncreasedvisibilityanddirectlinesofcommunicationwithseniormanagementandendcustomerIncreasedopportunitiesforISstafftomovethroughoutfirmBottomLine:

Increasedrete45Wal-MartChinaAssociatesEngagementSurveyResultPresentationNov.,2005Wal-MartChinaAssociatesEnga46AgendaWhyMeasureEmployeeEngagement?Wal-MartAssociateOpinionSurveyIntroductionSurveyBackground:WhyDoWeConducttheSurvey?ParticipantProfileSurveyMethodologyInterpretingtheResultsKeyFindingsEngagementResultsPositiveAreasNeed-to-improvedAreasBenchmarksandComparisonSuggestedInitiativesBestPracticesforAchievingSustainedEngagementResultsWhatWillImproveifEngagementScoreisIncreased?AgendaWhyMeasureEmployeeEng47WhyMeasureEmployeeEngagement?WhyMeasureEmployeeEngagemen48ImprovingBusinessResultsThroughEngagingPeopleIndividualLifeGoalsandStrategiesIndividualCapabilitiesPeopleRequirementsandTalentStrategyEmploymentRelationshipPeopleManagementPracticesIndividualPrioritiesandEngagementEngagementBusinessResultsandStrategiesBusinessCapabilitiesImprovingBusinessResultsThr49WhyEngagementMatters:

BusinessNeedsServiceQualityFeaturesProblemResolutionPrice/

RelativeValueEmployeeBehaviorRecom-

mendationRetentionExpansionBusinessPerformanceCustomerSatisfaction/

ValueCustomerValueDriversWhyEngagementMatters:

Busine50WhyEngagementMatters:

EmployeeNeedsEmployeeEngagementEmployeeBehaviorTurnoverRecommendEmployeesRecommendProducts/ServicesCreatenewProducts/ServicesCustomerServiceProductivityOpportunityQualityofLifeCultureTotalCompensationLeadershipRelationshipsWorkActivitiesWhyEngagementMatters:

Employ51Wal-MartAssociateOpinionSurveyIntroductionWal-MartAssociateOpinionSur52SurveyBackground:WhyDoWeConducttheSurvey?TheAssociateOpinionSurveyisaveryimportantpartoftheGrassRootsprocess.Itletsuslook,inanobjectiveway,athowassociatesfeelaboutworkingatWal-Mart.Itletsusmeasurewhetherwe’vedoneagoodjobovertimeofhelpingtomakeWal-Martabetterplacetowork.ItprovidesafoundationfortheGrassRootsmeetings,givingmanagersdirectionfortheirdiscussions.Andittellsuswheretoconcentrateourresourcesinordertoraiseourassociateengagementthemostovertime.SurveyBackground:WhyDoWeC53ParticipantsProfile–ByDivisionParticipantsProfile–ByDivi54ParticipantProfile–ByGradeParticipantProfile–ByGrade55EngagementSatisfactionEngagementSatisfaction56EngagementBackgroundConsistentlyspeakpositivelyabouttheorganizationtocoworkers,potentialemployees,andmostcritically,customers(currentandpotential)SayAnintensedesiretobeamemberoftheorganizationStayExertextraeffortandengageinworkthatcontributestobusinesssuccessStriveWhatisEngagement?Engagementisthestateofemotionalandintellectualinvolvementorcommitmentofanemployeetoanorganization.SignificantresearchandexperienceshowstrongevidencethathigherlevelsofEngagementcombinedwithappropriatecapabilityproducestrongerbusinessresultsandsustainablecompetitiveadvantage.Engagedemployeesareproductive,innovativeandtakeownershipoftheirresults.ThreekeybehavioursindicatestrongEngagement.EngagementBackgroundConsisten57TheEngagementModelProceduresPoliciesProcessesValuingPeopleProcessesCompensationPayBenefitsPeopleSeniorManagementBusinessUnitManagerImmediateManagerCo–workersDiversity

OpportunitiesCareerOpportunitiesRecognitionTrainingQualityofLifeWork/LifeBalancePhysicalWorkEnvironmentSafetyLocationEngagementWorkIntrinsicMotivationInfluenceWorkTasksResourcesTheEngagementModelProcedures58IntheEngagementSurvey,employeesrespondedtoeachitembyindicatingtheirlevelofagreement/disagreementwithparticularattributesandbehavioursintheorganization.AnoverallEmployeeEngagementiscalculatedfromemployeeresponsestoasetnumberofquestions(seebelow).Thesequestions,indicatethedegreetowhichemployeeswill“Say”,“Stay”and“Strive”atthecompany:IwouldrecommendWal-Marttoafriendseekingemployment. Giventheopportunity,ItellothersgreatthingsaboutworkingatWal-Mart.

ItwouldtakealottogetmetoleaveWal-Mart. IrarelythinkaboutleavingWal-Marttoworksomewhereelse.

Wal-Martinspiresmetodomybestworkeveryday. Wal-MartmotivatesmetocontributemorethanisnormallyrequiredtocompletemyworkTheEmployeeEngagementscoreisthepercentageofemployeeswhoindividuallyscoredanaverageof>=4.5onSay,StayandStrivequestionsInterpretingtheEngagementScoreSayStayStriveIntheEngagementSurvey,empl59Sam’sClubThecombinedproportionofresponsesfor‘5’and‘6’(‘‘Agree’and‘StronglyAgree’)Resultsshownonthegraphicchartinthereportinclude:Thecombinedproportionofresponsesfor‘1’and‘2’(‘StronglyDisagree’and‘Disagree’).Theproportionofresponsesaseither‘3’,where‘3’is‘SlightlyDisagree’onthe6pointscale.Theproportionofresponsesaseither‘4’,where‘4’is‘SlightlyAgree’onthe6pointscale.Thecombinedproportionofresponsesfor‘5’and‘6’(‘Agree’and‘StronglyAgree’).HomeOfficeStoreTheproportionofresponsesaseither‘3’,where‘3’is‘SlightlyDisagree’onthe6pointscaleTheproportionofresponsesaseither‘4’,where‘4’is‘SlightlyAgree’onthe6pointscaleInterpretingtheDetailedResults

GraphsThecombinedproportionofresponsesfor‘1’and‘2’(‘StronglyDisagree’and‘Disagree’)LogisticsSam’sClubThecombinedproport60ReadingtheSummaryReportsTeamEngagement:HomeOfficeReportMyDepartmentMyDivisionTop20%ofdepartments*OverallResults(PercentageofEngagedEmployees)62%54%62%

EngagedAssociatesarecommittedtodoingtheirbestworkforWal-Mart.They: ?SAYgreatthingsaboutWal-Martandtheirfacility, ?WanttoSTAYatWal-Mart,and ?STRIVEtogoaboveandbeyondtohelpWal-MartandtheirfacilitysucceedTakingAction!Theseareareasthathavethehighestpotentialtoincreaseyourassociateengagementinyourfacility.You’llwanttofocusonthese.3AreasForAction…ToBestMotivateMyTeam(inorderofimportance)CareerOpportunities:IfeelIcanhaveagreatcareeratWal-MartRecognition:Ireceiveappropriaterecognition(beyondmypay)formycontributionsandaccomplishmentsStore/Club/DepartmentManagement:IseestrongevidenceofeffectiveleadershipfrommyManagementteam.MaintainThese!Theseareareasthathavehighpotentialtodecreaseengagementinyourfacility.You’llwanttomaintainwhatyou’recurrentlydoingright.3AreastoMaintain…KeepUptheGoodWorkinTheseAreas(inorderofimportance)MeaningfulWork:Igetasenseofaccomplishmentfrommywork.CompanyReputation:IamproudofwhatWal-Martgivestomylocalcommunity.WorkTasks:Itrulyenjoymyday-to-dayworktasks.ReadingtheSummaryReportsTea61ReadingtheDetailReportThescoreofthequestionisthepercentageoftheemployeeswhomarktheresponseasfavorable.ReadingtheDetailReportThes62KeyFindingsKeyFindings63EngagementResultChinaOverallHomeOfficeStoresSam'sClubLogisticsFacilityNormsEngagementScore54%54%54%50%46%52%1.IwouldrecommendWal-Marttoafriendseekingemployment60%61%61%57%51%55%6.Giventheopportunity,Itellothersgreatthingsaboutworkinghere64%68%64%60%57%60%2.IrarelythinkaboutleavingWal-Marttoworksomewhereelse40%37%42%35%34%43%5.ItwouldtakealottogetmetoleaveWal-Mart81%84%80%79%73%59%3.Wal-Martinspiresmetodomybestworkeveryday49%47%50%46%46%63%7.Wal-Martmotivatesmetocontributemorethanisnormallyrequiredtocompletemywork.44%43%45%40%35%47%S