So many ways to
Save money.
Live better.
Affordable, healthier food
In FY 2014, we opened 96 new stores
in America’s food deserts, with 224
opened since our initiative began.
Meeting community needs
around the world
Last year, Walmart and the Walmart Foundation
gave more than $1 billion in cash and in-kind
gifts to charitable organizations.
Toward
a more
sustainable
tomorrow
Today, 24% of
our electricity
comes from
renewable sources.
Associate
career opportunities
Walmart de Mexico promoted
more than 22,700 associates
in fiscal 2014.
2
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1
4
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n
u
a
l
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e
p
o
r
t
Putting low prices within reach
We serve customers around the globe
more than 250 million times each week.
Wal-Mart Stores, Inc. (NYSE: WMT)
702 S.W. 8th Street | Bentonville, Arkansas 72716 USA | 479-273-4000 | walmart.com
147046_L01_CVR.indd 1
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2014 Annual Report
So many opportunities for
associates to serve customers
2.2M
dedicated
associates
globally
Based on survey results
from more than 2 million
associates worldwide,
approximately
4 of 5
are proud to work
for Walmart.
300K*
associates
have 10+ years
of service
*Represents Walmart U.S. data only.
4 Walmart 2014 Annual Report
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147046_L01_CVR.indd 2
Walmart’s Global Responsibility
Report highlights helping
communities live better.
Learn more about our workplace, social, environmental,
sourcing and compliance initiatives by reading our
Global Responsibility Report at corporate.walmart.com/
microsites/global-responsibility-report-2014
Walmart’s investor relations app is
our company at your fi ngertips.
Walmart’s IR app gives shareholders anytime and anywhere
access to financial and company news from their mobile devices.
Find presentations, quarterly results, virtual store tours, a global
footprint map and the stock price on your iPad, iPhone or Android
device. Download the free app from iTunes or Google Play.
Walmart’s enhanced digital annual
report has expanded content.
We’re driving innovation and sustainability – and reducing
costs – with our enhanced digital annual report. Visit
www.stock.walmart.com to hear directly from our leaders,
associates and customers. Also, visit this website to enroll
to receive future materials electronically for our Annual
Shareholders’ Meetings.
190,000
U.S. store/club associates
promoted in fi scal 2014
Our sustainable, next-generation report.
The minimized environmental footprint of this report is the result of an extensive, collaborative effort of Walmart and our supply chain
partners. The environmental and social impact continues to be an important consideration. It is printed on paper from well-managed
forests containing recycled PCW fiber that is Elementally Chlorine Free (ECF). It is printed using 100 percent renewable wind power
(RECs), along with environmental manufacturing principles that were utilized in the printing process. These practices include environ-
mentally responsible procurement, lean manufacturing, green chemistry principles, the recycling of residual materials and reduced
volatile organic compound inks and coatings.
5.11 acre
of forestland preserved
via managed forestry
983 fewer
trees consumed
via recycling
129,537 kWh
less energy – the same
used by 5 homes for a year
472 metric tons
of greenhouse gas offset –
the equivalent of taking 94
cars off the road for a year
46,835 kWh
converted to clean renewable
sources (printing plant
using RECs)
459,333 fewer
gallons of water
consumed
Savings baselines were developed using the national averages of similar
coated papers and printing practices by EarthColor Printing. FSC® is not
responsible for any calculations on saving resources by choosing this paper.
P R I N T ED USI
N
G
Walmart 2014 Annual Report 2
%
1
0
0
Y
G
R
WIND E N E
Supplied by Community Energy
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Approximately
75%*
of store management
joined Walmart as
hourly associates
100K
honorably
discharged U.S.
veterans expected
to be hired by
Walmart U.S.
and Sam’s Club
by 2018
*Represents Walmart U.S. data only.
57%
of our
International
associates
are women
Walmart 2014 Annual Report 1
Our Global eCommerce footprint spans
10 countries, creating digital access
and physical distribution points for our
customers worldwide.
Delivering
for customers
and shareholders
250M
customers served
weekly in our stores
in 27 countries
33M
approximate retail
square footage added
in fiscal 2014
$68B*
net sales growth over
the past five years
30%*
earnings per share
growth
$68B*
returned to shareholders
through dividends and
share repurchases
12%*
total shareholder
returns (CAGR)
*Data reflects five-year period including fiscal 2010 through 2014.
To our
shareholders,
associates and
customers:
I’m deeply honored to lead Walmart at such an exciting time.
Walmart has a rich history and is well-positioned for the future.
We have an authentic and important purpose. We’re grounded
with strong values and have millions of associates who share a
culture and belief in doing what is right for our customers, our
communities and each other. The future will bring a lot of
change as the rapid growth of digital commerce enables us
to serve customers in new and exciting ways. Our customers
continue to search for value, a broad assortment and a
shopping experience that saves them time and money. With
greater convergence of digital and physical retail, we’re invest-
ing in capabilities to provide customers even more choice
and convenience. When I think about all these capabilities,
I’m confident in Walmart’s continued growth and enthusiastic
about our future.
Positioning to serve our customers. Around the world,
we deliver value for customers in different ways. We operate
supercenters, Sam’s Clubs, e-commerce sites and many other
formats that enable us to serve our customers. As we develop the
combination of digital and physical interaction with customers,
we’ll remain well positioned to grow. We’re laser-focused on
delivering improved comparable store sales by sharpening our
merchandising efforts, price leadership and enhancing service.
We’re also intent on creating transformative growth by adding
capabilities in e-commerce and mobile commerce. When we
view our business through the eyes of our customers, we don’t
think about our stores, clubs or websites independently. Instead,
our goal is to have customers see these channels converge as
one unified relationship with us. We want to deliver a relevant,
personalized and seamless experience across all channels.
So, our approach to investments will continue to evolve
to support the singular goal of enhancing the customer
experience to further grow sales.
Change is nothing new for Walmart – it’s embedded in our DNA.
After all, our company founder, Sam Walton, was the premier
innovator in retail. He made Walmart better by questioning
everything, every day – frequently asking customers and our
store associates how we could do better. He was always in the
market looking for new ideas. For Sam, the customer was always
the boss, and the improvements he made to Walmart were
Walmart 2014 Annual Report 3
Doug McMillon
President and
Chief Executive Officer
Wal-Mart Stores, Inc.
customer-driven. I intend to lead Walmart with this same
customer-centric focus. Today, in addition to listening to
our customers, we apply data and technology to this task.
The millions of customer interactions that take place each
week give us some of the world’s most robust data to analyze
and leverage to improve our service. For example, customer
insights led the Walmart U.S. team to expand our Black Friday
1-Hour Guarantee program this past year, and innovative
systems enabled successful execution and on-time product
delivery. The tools today may be different than the ones Sam
employed, but the imperative that will guide our transforma-
tional initiatives is the same – to connect more effectively
with customers.
Walmart is well-positioned for the future partially due to our
unique assets. We have more than 10,900 physical points of
distribution globally. No other retailer possesses such an
extensive footprint. And, with our retail websites around the
world, we’re doing more to leverage these physical assets to
expand the intersection with digital retail. Last year, we grew
e-commerce sales in Brazil and China at nearly twice the
market rate. Asda’s Click and Collect program has been very
successful, and Mexico is expanding grocery delivery beyond
our Superama grocery stores to supercenters this year. We’re
leveraging best practices to further test grocery delivery
and customer pickup in the U.S. We’ve also broadened our
e-commerce merchandise assortment. Last year, for example,
we more than doubled walmart.com’s merchandise offerings
in the U.S. to over 5 million SKUs, and our sites in Brazil and
China greatly expanded their assortments as well.
We invest in price to bring everyday low prices (EDLP) to
more customers around the world. EDLP earns trust with
customers because we’re driven to keep our cost structure
low. That commitment to price is central to our brand –
regardless of the format.
Read Walmart’s 2014 Global
Responsibility Report at
stock.walmart.com to learn
more about our workplace,
social, environmental,
sourcing and compliance
initiatives.
We’re also giving customers greater access to the value we
offer through different formats. In the U.S., our Neighborhood
Markets offer fresh foods, pharmacy and fuel, and delivered
healthy comp sales growth in fiscal 2014. This year, we’ll
significantly accelerate their rollout to complement our
core supercenter fleet. And, in Mexico and the U.K., we’ll
open more small stores to deliver convenience, assortment
and low prices.
Expanding opportunities for associates. One of the
most exciting things about serving more customers in new
ways is the opportunity to create good jobs, attract new talent
and expand current associates’ possibilities to build careers.
Last year, we hired 776,000 new associates to jobs across
our operations. The path of my own career attests to the
exceptional opportunity at Walmart to advance professionally.
In fact, we promoted about 190,000 U.S. store and club
associates last year to jobs with more responsibility and
higher pay. And, we’ll continue to invest in training and
development because building the best team in retail is
central to our strategy.
Driving operational excellence. We remain focused on
driving the productivity loop to leverage operating expenses.
The most important way to deliver against this objective is to
increase sales. By operating and buying for less, we’re able to
lower prices that, in turn, prompt customers to make more
purchases. We also foster an environment that leverages best
practices across the enterprise to drive process improvements.
Operational excellence requires capital discipline and efficiency,
and our real estate and construction teams have made great
progress in lowering the cost of new stores and remodels.
Our focus on capital efficiency also is top of mind with our
e-commerce capabilities. We’re more disciplined now in
allocating capital to the right markets, the right formats
and the right digital capabilities.
Earning trust in communities. I’m proud of the value
we add in the communities we serve and I know we will find
new ways to contribute. We are deeply committed to com-
pliance and social, environmental and local responsibility.
Operating with integrity is a cornerstone for building trust.
We have made tremendous progress toward our goal of
developing a world-class compliance organization and this
will continue to be a top priority going forward. Our training
and leadership development programs reinforce the mission
of upholding the highest standards of integrity, not just in
retail, but in all of business. We’ll also continue to lead on key
4 Walmart 2014 Annual Report
Walmart 2014 Annual Report 5
issues like women’s economic empowerment, healthier foods
and renewable energy. Walmart’s initiatives, in partnership with
many suppliers, have significantly increased sustainability
throughout the global supply chain, and we will do even more.
Solid performance in a challenging environment.
In fiscal 2014, consolidated net sales increased $7.5 billion to
more than $473 billion and diluted earnings per share from
continuing operations were $4.85. While we certainly see areas
where we can improve, it’s also a reality that we faced some
challenging consumer environments around the world. Both
developed and developing markets grew slower than most
people would have hoped for. The value we offer enabled us
to grow share almost everywhere, and we’re optimistic that
conditions will moderately improve this year.
Walmart U.S. delivered solid profit growth. Operating income
grew 4 percent on a net sales increase of $5 billion. The U.S.
team did a great job controlling costs and successfully lever-
aged expenses. Walmart International’s net sales increased
1.3 percent to more than $136 billion. We took important steps
to hone our international portfolio and focus investments on
the most profitable opportunities to position the business for
future growth. Sam’s Club continued to expand its footprint,
opening 12 new clubs, and enhanced its merchandise offerings
with a sharpened focus around value, quality and exciting
merchandise. Our members saw the value of membership,
and with the fee increase in May, Sam’s Club membership
income continued to grow.
Each operating segment strengthened its e-commerce
platforms, and customers responded, driving annual Global
eCommerce sales, including acquisitions, above the $10-billion
mark, a 30 percent increase. A strong focus on e-commerce
is now fully embedded within each of our businesses and
we’ll increase our investment as e-commerce opportunities
present themselves.
Embracing the challenge to change. After just a few
months into my new role, I have an even deeper appreciation
for Mike Duke’s extraordinary contributions as CEO over the
past 5 years. His work positioned Walmart for long-term success,
and I am one of the many associates who benefitted from his
guidance and leadership. His passion for our business and
drive for continuous improvement greatly benefitted Walmart’s
associates, customers and shareholders.
I look to the future confident that Walmart has all the ingredients
necessary to prosper in the new retail world that is unfolding.
Our purpose remains clear – to save people money so they
can live better – and the actions we’re taking will expand the
opportunities to fulfill that purpose. We’ll analyze and review
everything Walmart is today, and we’ll be willing to change
whatever is necessary to serve customers better than ever.
I first started working for Walmart 30 years ago when I was a
teenager. I’ve fallen in love with our company, its people, our
purpose and culture. We have a unique culture grounded on
four basic beliefs: service to our customers, respect for the
individual, striving for excellence and acting with integrity.
As CEO, I want to continue to nourish and strengthen these
foundational beliefs. And, I’m excited to increase the pace of
change to ensure we’re serving the customers the way they
want to be served in the future.
Sincerely,
Doug McMillon
President and Chief Executive Officer
Wal-Mart Stores, Inc.
4 Walmart 2014 Annual Report
Walmart 2014 Annual Report 5
Nearly
140 million
customers served
each week
Top left: We’ll purchase an additional $250B
of U.S.-made products over the next 10 years.
Top right: Produce, backed by our money-back
guarantee, has the quality and value customers trust.
Middle right: We’re bringing new, innovative grocery
products to our broad assortment.
Bottom right: Customers appreciate the convenient
access to pharmacy, fresh foods, fuel and e-com-
merce pickup at our Walmart Express pilot stores.
Bottom left: In fiscal 2015, we expect to add about
200 new Neighborhood Markets to our portfolio.
Serving customers and
delivering savings every day
In fiscal 2014, Walmart U.S. attracted nearly 140 million weekly shoppers to our stores
and delivered net sales of more than $279 billion, an increase of $5 billion, or 1.8 percent,
from last year. Our focus on cost discipline helped drive 4 percent operating income
growth, more than twice the rate of sales, despite a 0.6 percent decline in comp sales.
Focused on customer needs. Customers choose Walmart for our broad assortment,
including national brands and locally relevant merchandise, at everyday low prices (EDLP).
It’s our winning formula and results in continued market share gains in key categories,
such as food, consumables, over-the-counter and apparel. With our merchant mindset,
we partner with suppliers to increase product innovation and bring exciting new brands
to our stores, such as Russell, Avia and Calphalon. We also work hard to improve quality
and execution, making great strides in areas such as produce and meat. And, our price
investments are driving sales by providing a lower-priced basket relative to the market
and building customers’ trust in our EDLP promise.
In order to invest in price, we focus on everyday low cost (EDLC). Advancements in
logistics and store operations continue to reduce costs and improve productivity. For
instance, optimized transportation routes and distribution center mechanization are
driving supply chain efficiencies. Greater flexibility at the store front-end, such as self-
checkouts, is helping productivity and resonating with our customers. We believe we
can drive cost savings by sourcing closer to the point of consumption. We made bold
commitments to increase purchases of U.S.-made products by an additional $250 billion
over the next 10 years.
Our 1.2 million associates are essential to a customer-centric experience. Advancement
opportunities abound for Walmart associates who are passionate about serving customers.
Last year, we promoted over 170,000 associates and experienced more part-time associates
accepting full-time roles, building long-term careers with Walmart. We also added over
30,000 honorably discharged veterans to our team. We’re strengthening career develop-
ment pathways by expanding training to foster continued, strong associate engagement.
Positioned to win at the convergence of digital and physical. Walmart is redefining
the next generation of retail growth and is the best-positioned retailer to win at the
convergence of digital and physical retail. In fiscal 2015, we’ll continue to grow our
multi-format portfolio. Our core supercenter fleet serves the stock-up trip and accounts for
the majority of our market share leadership. We’re accelerating the rollout of Neighborhood
Markets to serve the quick-trip needs. And, our expanded pilot of Walmart Express focuses
on the rural quick-trip. Neighborhood Markets and Express deliver convenience and
customer access to fresh foods, pharmacy and fuel. Overall, we’ll add between 21 and
23 million retail square feet, representing between 385 and 415 units in fiscal 2015.
We’ll also connect Walmart’s physical assets to the broad assortment that is available
through nearby stores and online, delivering anytime access to our brand. We’re testing
grocery delivery in several markets and also piloting an easy pickup option for online
grocery and general merchandise. Innovations such as these expand our reach to more
customers on their terms.
“ We’re offering
customers con-
venient digital and
physical access to
Walmart’s broad
merchandise
assortment and
investing in price
leadership to
provide even
greater value.”
Bill Simon
President and CEO
Walmart U.S.
Walmart 2014 Annual Report 7
International
Positioning our portfolio for
continued growth
In fiscal 2014, Walmart International’s net sales, excluding the impact of currency exchange
rate fluctuations and acquisitions, increased 4.6 percent to $140.9 billion. We added
12.5 million square feet and 324 stores, bringing our total portfolio to more than
6,100 stores. We also grew or maintained market share in most countries, despite a
challenging macroeconomic environment where household incomes were stretched
and competition remained high.
Targeting the most promising opportunities. International will continue to be a
growth vehicle for Walmart. We’re focused on driving comp sales in all markets and
investing in relevant formats and channels, including e-commerce and mobile. During
the year, we took steps to strengthen our position in Brazil, Chile, China and Mexico
and expect these actions to help us deliver our financial priorities.
We’re excited about opportunities for growth in e-commerce. Our investments in
infrastructure and talent are accelerating International’s digital expansion and providing
options for customers with diverse shopping habits. For example, Asda’s rapidly growing
online grocery business exemplifies the physical-digital convergence, creating a customer
experience that only Walmart can deliver. Brazil e-commerce sales grew at nearly twice
the market rate last year, and Yihaodian is one of China’s fastest-growing e-commerce
sites, offering customers both grocery and general merchandise. In addition, we’re
increasing our investments in Mexico and Canada to drive growth.
Customers around the world still want and need value. We’ll deliver EDLP for them by
continuing to invest in price. EDLP builds trust with customers while saving them money,
whether it’s “Worry Free” pricing in China or the “Asda Price Guarantee” in the U.K. Our
objective is to fund this investment by being the lowest-cost operator in every market.
We continue to expand our capabilities to buy, operate and sell for less. In partnership
with our global leverage teams, we’re driving innovative technology and process
improvements, all with a lens on greater customer relevance.
Taking corporate responsibility to a higher level. At the core of International are
the outstanding associates, who are dedicated to serving our customers. We continue
to recruit some of the best global talent in retail to complement our current teams, and
we’re investing in training and development of current associates. For example, in the
last year, we ramped up our efforts with the merchant leadership academy to provide
advanced training in merchandising strategy and execution.
As a global company, we have responsibilities to the countries in which we operate,
and we earn trust through our commitment to compliance, social and environmental
issues. We remain vigilant in our focus to have the most compliant processes and
capabilities, to support charities and to lead on environmental sustainability to improve
the communities that we serve.
8 Walmart 2014 Annual Report
“ To drive sales and
build long-term
value, we’re
focused on price
leadership and
operational
excellence while
investing in the
formats and
channels that
customers want.”
David Cheesewright
President and CEO
Walmart International
More than
6,100
retail units
operated in
26
countries
Top left: Our EDLP strategy in Canada, supported by
Rollbacks, provides one-stop shopping at great values.
Top right: Bodega Express provides Mexican customers
with convenient access to Walmart.
Middle right: We expect to continue our growth in
China by opening 110 additional facilities by 2016.
Bottom right: Supercenters in Mexico provide a broad
assortment with local relevance at everyday low prices.
Bottom left: Asda customers enjoy the quality of
George apparel. Overall, Asda will invest £1.25 billion in
price and quality over the next 5 years.
1.6 million
demos in
630 clubs
last year
Top left: Members appreciate our merchandise
transformation focused on price, bulk, quality
and excitement.
Top right: Sam’s Club helps business members supply
their needs in restaurants, convenience stores, and others.
Middle top right: Initiatives to promote the health
and wellness of members is a key priority.
Middle bottom right: Sales of traffic-driving categories,
such as fresh produce, saw strong growth in fiscal 2014.
Bottom right: The Instant Savings Books add further
value to a membership.
Bottom left: We’ve expanded self checkouts,
increasing convenience for our Savings, Plus and
business members.
Offering unique merchandise
at exceptional values
In fiscal 2014, Sam’s Club delivered greater value to members, opened new clubs and
improved the ability to shop anytime, anywhere through e-commerce and mobile
initiatives. Net sales increased 1.3 percent to $57.2 billion and operating income was
$2.0 billion. Excluding the 30 basis point fuel impact, comp sales increased 0.7 percent.
Membership income was the strongest it’s been in many years, growing 5.9 percent,
primarily due to the fee increase implemented in May.
More new ways to excite our members. The initial steps of our merchandise
transformation are energizing members to buy. We boost member traffic by offering
exciting new merchandise, including quality national brands, at exceptional values. We
had great success in home and apparel and plan to continue rolling out even more new
merchandise across our clubs. Our highly engaged associates drive member excitement
by providing great service that enhances the membership experience.
A seamless multi-channel offering creates an integrated member experience. Improved
e-commerce and mobile platforms strengthen conversions, particularly in mobile trans-
actions. We’re fully integrating our samsclub.com team with Walmart Global eCommerce
to strengthen digital capabilities and support continued sales growth.
We’re also focused on member relevance by leveraging Big Data to better understand our
members’ needs. These insights increase efficiency and productivity in our clubs. Data
helps us predict whether a mom is planning family meals or an entrepreneur is launching
a new business and enables personalized interactions that make their membership
experience more rewarding.
Sam’s Club opened 20 new, relocated or expanded clubs in fiscal 2014, the largest number
of openings in several years. We invested in membership acquisition to build a critical mass
in our new club openings, including the use of social media marketing. In fiscal 2015, we
plan to open between 17 and 22 new, relocated or expanded units.
Making membership more rewarding than ever. We’re using Instant Savings Books
(ISB) as an important tool to demonstrate price leadership. We discount top-selling brands,
popular items and new products throughout the club and online to provide greater
value. Offered several times throughout the year, ISBs also drive member awareness
to categories they might not typically shop.
This summer, we’ll launch two new membership enhancements. First, we’ll roll out
cash rewards nationally, providing an opportunity to reward our best members, grow
membership income and drive loyalty. Second, we’ll introduce a new cash-back credit
card offering. Both enhancements will provide significant value to our members, making
a membership with Sam’s Club more rewarding than ever.
“ We’re focused
on creating even
more value for
our members,
through great
merchandise
at exceptional
values. Our new
membership
enhancements
will make a Sam’s
Club membership
more rewarding
than ever. “
Rosalind Brewer
President and CEO
Sam’s Club
Walmart 2014 Annual Report 11
Accelerating growth through
e-commerce integration
In China, Yihaodian’s new,
more intuitive mobile app
has helped expand mobile
transactions eightfold in
one year.
In the U.S., walmart.com customers
enjoy an expanded online assortment
of more than 5 million SKUs and
convenient delivery options to their
home or through Site to Store.
We’re investing in new fulfillment centers
to provide faster delivery in the U.S., U.K.
and Brazil.
12 Walmart 2014 Annual Report
Walmart 2014 Annual Report 12
“ Best in class e-commerce,
plus the assets of the world’s
largest retailer, allow Walmart
to do for customers what no
one else can.”
Neil Ashe,
President and CEO,
Global eCommerce
Walmart To Go, now in
test in the U.S., leverages
best practices from our
successful Asda grocery
delivery business in the U.K.
After a threefold increase in
site traffic, walmart.com in
Brazil consistently ranks as the
#1 or #2 most visited retail site.
Traffic on Sam’s Club’s
mobile platform nearly
doubled in the last year.
13 Walmart 2014 Annual Report
Walmart 2014 Annual Report 13
Strong governance:
a commitment
that endures
Walmart’s strength as a retailer has continued through more
than five decades of economic change and retail industry
transformation. It’s a remarkable record, based on our unique
ability to deliver on our purpose for customers, the strength
of our culture and the foundation of strong governance by
our Board of Directors. All of this together allows Walmart to
improve shareholder value.
Our Board is more diverse than most public company boards,
with broad global business expertise ranging from technology
to retail, and finance to compliance. Our directors’ diverse per-
spectives and experiences provide the support and foundation
for our management team, as they refine our business strategy
for changing customer needs.
Walmart’s Board views succession planning as a critical
responsibility, and it’s a topic upon which the company has
spent considerable time and effort. This diligence has served
shareholders well, as we’ve added talented new directors over
the past few years. And, we were very pleased to name Doug
McMillon to our Board and as Walmart’s new CEO following
Mike Duke’s retirement.
Stability and high governance standards. Doug becomes
only the fourth CEO of Walmart since Dad separated the roles
of Chairman and CEO in 1988. That, too, is a remarkable record
of stability and the high governance standards established by
our Board. Doug is a superb choice to lead Walmart. He has
grown up in the company – starting as an hourly associate in
one of our distribution centers at the age of 17. After complet-
ing his MBA program, Doug began what is now a 23-year record
of effective leadership that has prepared him to serve as CEO.
He keenly understands everything Walmart – people, our core
operations, opportunities and challenges at a fundamental level.
Doug is deeply grounded in Walmart’s culture, including the
importance of “staying out in front of change,” as Dad used to
say. I’m confident that Doug’s leadership will provide Walmart
a bright and robust future.
Mike served exceptionally well as CEO for the past five years,
and his contributions to Walmart over his 18-year career are
many. In each leadership role, Mike demonstrated integrity in
dealing with tough issues, displayed the greatest character and
consideration for people, and had a steely determination to do
the right thing for our associates, shareholders and the com-
munities we serve. Among Mike’s signature contributions as
CEO was his commitment to investing in our global e-commerce
business, critical for Walmart’s long-term growth. In addition,
Mike’s passion for increasing productivity re-engaged the
company in leveraging expenses so that we can lower prices
for our customers. Mike is a terrific leader, and I’m extremely
pleased that we’ll continue to benefit from his insight as a
member of our Board.
A commitment to board independence. Our family is proud
to have a representation in guiding Walmart’s future, but we’re
committed to independent board governance. Today, 10 of
our 16 incumbent directors are independent. These men and
women are dedicated to serving shareholders. In fact, our
directors attended 97 percent of Board and committee meet-
ings in fiscal 2014. They challenge management on delivering
business objectives and employing strategies to win in this
shifting global retail landscape. And the Board consistently
evaluates steps to strengthen governance. Since my letter to
you last year, we increased the stock ownership guidelines
for our CEO and certain executive officers to further align their
interests with long-term shareholder value. We also amended
Walmart’s bylaws to allow shareholders owning at least
10 percent of outstanding shares to request a special shareholders’
meeting. In addition, Dr. James Cash was appointed Presiding
Director, bringing tremendous experience from his service on
Walmart’s and other boards. And, reflecting our commitment to
independence, the Board amended our Corporate Governance
Guidelines to clarify and expand the roles and responsibilities
of the Presiding Director.
Our Board also has overseen significant enhancements to our
global compliance program. For more details on this progress,
I encourage you to review “Walmart’s Global Compliance
Program: Report on Fiscal Year 2014,” on our website at
stock.walmart.com. You can also review our proxy statement
for further details about our board members, governance
structure and executive compensation.
In closing, Dad woke up every day trying to make things better,
and was never satisfied when they were good or even great.
Today, that passion for continuous improvement remains
thoroughly embedded in Walmart, and especially in our new
CEO. With an enduring commitment to strong corporate
governance and effective leaders to chart our course, I’m
confident that our remarkable story of progress will continue.
S. Robson Walton
Chairman of the Board of Directors
Wal-Mart Stores, Inc.
Board of Directors
From Left to right:
1| Linda S. Wolf
Ms. Wolf is the retired Chairman of the Board of Directors
and Chief Executive Officer of Leo Burnett Worldwide, Inc.,
an advertising agency and division of Publicis Groupe S.A.
2| Steven S Reinemund
Mr. Reinemund is the Dean of Business and Professor of
Leadership and Strategy at Wake Forest University. He
previously served as the Chairman of the Board and
Chairman and Chief Executive Officer of PepsiCo, Inc.
3| James I. Cash, Jr., Ph.D. (Presiding director)
Dr. Cash is the James E. Robison Emeritus Professor of
Business Administration at Harvard Business School,
where he served from July 1976 to October 2003.
4| H. Lee Scott, Jr.
Mr. Scott is the former Chairman of the Executive
Committee of the Board of Directors of Wal-Mart
Stores, Inc. He is the former President and Chief
Executive Officer of Wal-Mart Stores, Inc., serving in
that position from January 2000 to January 2009.
5| Roger C. Corbett
Mr. Corbett is the retired Chief Executive Officer and
Group Managing Director of Woolworths Limited, the
largest retail company in Australia.
6| Aida M. Alvarez
Ms. Alvarez is the former Administrator of the U.S. Small
Business Administration and was a member of President
Clinton’s Cabinet from 1997 to 2001.
7| Jim C. Walton
Mr. Walton is the Chairman of the Board of Directors
and Chief Executive Officer of Arvest Bank Group, Inc.,
a group of banks operating in the states of Arkansas,
Kansas, Missouri and Oklahoma.
12| Marissa A. Mayer
Ms. Mayer is the Chief Executive Officer and President and
Director of Yahoo!, Inc., a digital media company.
13| Douglas N. Daft
Mr. Daft is the retired Chairman of the Board of Directors
and Chief Executive Officer of The Coca-Cola Company,
a beverage manufacturer, where he served in that
capacity from February 2000 until May 2004, and in
various other capacities since 1969.
8| S. Robson Walton
Mr. Walton is the Chairman of the Board of Directors
of Wal-Mart Stores, Inc.
14| C. Douglas McMillon
Mr. McMillon is the President and Chief Executive Officer
of Wal-Mart Stores, Inc.
9| Gregory B. Penner
Mr. Penner is a General Partner at Madrone Capital
Partners, an investment management firm.
10| Timothy P. Flynn
Mr. Flynn is the retired Chairman of KPMG
International, a professional services firm.
11| Michael T. Duke
Mr. Duke is the Chairman of the Executive Committee of
the Board of Directors of Wal-Mart Stores, Inc. He is the
former President and Chief Executive Officer of Wal-Mart
Stores, Inc., serving in that position from February 2009
to January 2014.
15| Christopher J. Williams
Mr. Williams is the Chairman of the Board of Directors and
Chief Executive Officer of The Williams Capital Group, L.P.,
an investment bank.
16| Pamela J. Craig
Ms. Craig is the retired Chief Financial Officer of
Accenture plc, a global management consulting,
technology services, and outsourcing company.
Board Committees:
Name
Audit
Comp.,
Nominating &
Governance
Executive
Global
Comp.
Strategic
Planning
& Finance
Tech &
e-commerce
Name
Comp.,
Nominating &
Governance
Audit
Executive
Global
Comp.
Strategic
Planning
& Finance
Tech &
e-commerce
S. Robson Walton
Aida M. Alvarez
James I. Cash, Jr., Ph.D.(FE)
Roger C. Corbett
Pamela J. Craig (FE)
Douglas N. Daft
Michael T. Duke
Timothy P. Flynn(FE)
Marissa A. Mayer
Doug McMillon
Gregory B. Penner
Steven S Reinemund
H. Lee Scott, Jr.
Jim C. Walton
(C)
(C)
(C)
(C)
Christopher J. Williams(FE)
(C)
Linda S. Wolf
(C)
(C) Committee Chair (FE) Financial Expert
Walmart 2014 Annual Report 15
Our FY 2014
Financial Performance
Fiscal 2014 was a tough year for Walmart. Sales and earnings were not where we wanted them
to be, as we faced a number of economic headwinds around the world. But I’m confident in our
future because Walmart continues to have an extremely strong underlying business. We’re proud
of our AA credit rating – the highest in the retail industry. We have a strong balance sheet, and our
business consistently generates robust cash flows. Walmart’s EDLC-EDLP business model resonates
with customers, and even in this challenging retail environment, we delivered more than $473 billion
in net sales. We also have great opportunities for continued global growth, whether it’s through
the intersection of digital and physical retail, small format stores, or our increasing membership in
Sam’s Club. When I consider our opportunities ahead, I’m excited about our future, and specifically
this new fiscal year.
At Walmart, we’re guided by our financial priorities – growth, leverage and returns. Customers
want to shop on their terms. We’re focused on growth by providing customers a unified shopping
experience, whether they’re in our supercenters for a large “stock-up trip,” in our smaller stores for
groceries, or on their mobile device at their child’s ball game. Our top priority is to increase comp
sales in all markets and channels. We drive productivity to deliver EDLC so we can pass savings to
customers. These price investments provide greater value under our EDLP position to propel comp
sales. In fiscal 2015, we’ll also invest approximately $12.4 billion to $13.4 billion in physical and digital
assets to better serve customers worldwide. We expect to add between 35 million and 39 million
net new retail square feet. And to connect with customers more effectively, we’re accelerating
the rollout of small format stores in many of our markets, including the U.S., the U.K. and Mexico.
Global eCommerce saw strong growth in fiscal 2014, with a 30 percent increase in sales. We’ll
continue to invest to enhance technology platforms and expand fulfillment networks, including
new facilities in Pennsylvania, Indiana and Brazil. Infrastructure investments help us to be nimble
platform, Pangaea, will deliver a world-class integrated customer experience and improve our website
speed, flexibility and scalability when it begins to roll out later this year. We’re also leveraging global
best practices to increase site visits and add services such as the Asda Direct kiosk – which allows
customers to order from online catalogs while they’re still in the store – to grocery delivery and
drive-through pickup, which we’re testing in Denver in the U.S. In fiscal 2015, we expect Global
eCommerce gross merchandise value, which includes digital sales of Walmart goods and third-party
sales through our sites, to exceed $13 billion.
We’re committed to being the lowest cost operator globally and leveraging expenses. In fiscal
2014, Walmart U.S. did a great job of leveraging operating expenses, and International and Sam’s Club
took steps to lower their cost structures. We’re sharpening our ability to drive efficiencies in all
operations. Globally, our teams are identifying best practices and sharing these efficiency measures
so that they can be applied across the organization.
Returning value to shareholders remains a key priority. In fact, we returned $12.8 billion to
shareholders through dividends and share repurchases last year, bringing our five-year total to
nearly $68 billion. And, in February, we announced our 41st consecutive annual dividend increase
to $1.92 per share.
As I close, I encourage you to review our financial results in the next section. We’re focused on
consistent execution in every market to continue to serve our customers and deliver growth,
leverage and returns for shareholders.
Charles M. Holley, Jr.
Executive Vice President and Chief Financial Officer
Wal-Mart Stores, Inc.
16 Walmart 2014 Annual Report
“ At Walmart,
we’re guided
by our financial
priorities – growth,
leverage and
returns.”
Charles Holley, Jr.
Executive Officers
Neil M. Ashe
Executive Vice President, President and
Chief Executive Officer, Global eCommerce
Daniel J. Bartlett
Executive Vice President, Corporate Affairs
Rosalind G. Brewer
Executive Vice President, President and
Chief Executive Officer, Sam’s Club
M. Susan Chambers
Executive Vice President, Global People
David Cheesewright
Executive Vice President, President and
Chief Executive Officer, Walmart International
Michael T. Duke
Chairman of the Executive Committee
of the Board of Directors
Rollin L. Ford
Executive Vice President and
Chief Administrative Officer
Jeffrey J. Gearhart
Executive Vice President, Global Governance and
Corporate Secretary
Charles M. Holley, Jr.
Executive Vice President and Chief Financial Officer
C. Douglas McMillon
President and Chief Executive Officer
William S. Simon
Executive Vice President, President and
Chief Executive Officer, Walmart U.S.
Steven P. Whaley
Senior Vice President and Controller
18 Five-Year Financial Summary
40 Notes to Consolidated Financial Statements
19 Management’s Discussion and Analysis of
60 Report of Independent Registered Public
Financial Condition and Results of Operations
Accounting Firm
36 Consolidated Statements of Income
Consolidated Statements of Comprehensive
Income
61 Report of Independent Registered Public
Accounting Firm on Internal Control Over
Financial Reporting
37 Consolidated Balance Sheets
62 Management’s Report to Our Shareholders
38 Consolidated Statements of
63 Unit Counts as of January 31, 2014
Shareholders’ Equity
39 Consolidated Statements of Cash Flows
64 Corporate and Stock Information
Walmart 2014 Annual Report 17
Five-Year Financial Summary
(Amounts in millions, except per share and unit count data)
2014
2013
2012
2011
2010
As of and for the Fiscal Years Ended January 31,
Operating results
Total revenues
Percentage change in total revenues from previous fiscal year
Net sales
Percentage change in net sales from previous fiscal year
Increase (decrease) in calendar comparable sales (1)
in the United States
Walmart U.S.
Sam’s Club
Gross profit margin
Operating, selling, general and administrative expenses,
as a percentage of net sales
Operating income
Income from continuing operations attributable to Walmart
Net income per common share:
Diluted income per common share from
continuing operations attributable to Walmart
Dividends declared per common share
Financial position
Inventories
Property, equipment and capital lease assets, net
Total assets
Long-term debt and long-term capital lease obligations
(excluding amounts due within one year)
Total Walmart shareholders’ equity
Unit counts
Walmart U.S. segment
Walmart International segment
Sam’s Club segment
Total units
$476,294
$468,651
$446,509
$421,395
$407,697
1.6%
5.0%
6.0%
3.4%
8.1%
473,076
465,604
443,416
418,500
404,743
1.6%
5.0%
6.0%
3.4%
0.9%
(0.5)%
(0.6)%
0.3%
24.3%
2.4%
2.0%
4.1%
24.3%
1.6%
0.3%
8.4%
24.5%
(0.6)%
(1.5)%
3.9%
24.8%
(0.8)%
(0.7)%
(1.4)%
24.9%
19.3%
19.0%
19.2%
19.4%
19.7%
$ 26,872
15,918
$ 27,725
16,963
$ 26,491
15,734
$ 25,508
15,340
$ 23,969
14,433
$ 4.85
1.88
$ 5.01
1.59
$ 4.53
1.46
$ 4.18
1.21
$ 3.72
1.09
$ 44,858
117,907
204,751
$ 43,803
116,681
203,105
$ 40,714
112,324
193,406
$ 36,437
107,878
180,782
$ 32,713
102,307
170,407
44,559
76,255
41,417
76,343
47,079
71,315
43,842
68,542
36,401
70,468
4,203
6,107
632
4,005
5,783
620
10,942
10,408
3,868
5,287
611
9,766
3,804
4,191
609
8,604
3,755
3,739
605
8,099
(1) Comparable store and club sales include fuel. Comparable sales include sales from stores and clubs open for the previous 12 months, including remodels, relocations and
expansions, as well as e-commerce sales.
18 Walmart 2014 Annual Report
Walmart 2014 Annual Report 19
Management’s Discussion and Analysis of
Financial Condition and Results of Operations
Overview
Wal-Mart Stores, Inc. (“Walmart,” the “Company” or “we”) operates retail
and other stores in various formats around the world and is committed
to saving people money so they can live better. Our operations consist
of three reportable segments: Walmart U.S., Walmart International and
Sam’s Club.
• The Walmart U.S. segment includes the Company’s mass merchant
concept in the United States (“U.S.”), operating under the “Walmart” or
“Wal-Mart” brand with various formats, including supercenters, discount
stores, Neighborhood Markets and other small stores, as well as
walmart.com. Of our three segments, Walmart U.S. is the largest and
has historically had the highest gross profit as a percentage of net sales
(“gross profit rate”). In addition, Walmart U.S. has historically contributed
the greatest amount to the Company’s net sales and operating income.
• The Walmart International segment consists of the Company’s operations
outside of the U.S., including various retail websites. Walmart International
operates retail, wholesale and other types of units, including restaurants
and some banks. The overall gross profit rate for Walmart International is
lower than that of Walmart U.S. because of its merchandise mix. Walmart
International has generally been our most rapidly growing segment,
growing primarily through new stores and acquisitions and, in recent years,
has been growing its net sales and operating income at a faster rate than
our other segments. However, for fiscal 2014, Walmart International sales
growth slowed due to fluctuations in currency exchange rates, as well
as no significant acquisitions, and operating income declined as a result
of certain operating expenses.
• The Sam’s Club segment includes the warehouse membership clubs in
the U.S., as well as samsclub.com. Sam’s Club operates as a membership
club warehouse with a lower gross profit rate and lower operating
expenses as a percentage of net sales than our other segments.
At Walmart U.S., we earn the trust of our customers every day by
providing a broad assortment of quality merchandise and services at
everyday low prices (“EDLP”), while fostering a culture that rewards and
embraces mutual respect, integrity and diversity. EDLP is our pricing
philosophy under which we price items at a low price every day so that
our customers trust that our prices will not change under frequent pro-
motional activities. Our focus for Sam’s Club is to provide exceptional
value on brand name and private label merchandise at “members only”
prices for both business and personal use. Internationally, we operate
with similar philosophies.
Our fiscal year ends on January 31 for our U.S. and Canadian operations.
We consolidate all other operations generally using a one-month lag and
on a calendar year basis. Our business is seasonal to a certain extent due
to different calendar events and national and religious holidays, as well as
different weather patterns. Historically, our highest sales volume and
operating income have occurred in the fiscal quarter ending January 31.
This discussion, which presents our results for the fiscal years ended
January 31, 2014 (“fiscal 2014”), January 31, 2013 (“fiscal 2013”) and
January 31, 2012 (“fiscal 2012”), should be read in conjunction with our
Consolidated Financial Statements and accompanying notes. We intend
for this discussion to provide the reader with information that will assist
in understanding our financial statements, the changes in certain key
items in those financial statements from period to period and the pri-
mary factors that accounted for those changes. We also discuss certain
performance metrics that management uses to assess the Company’s
performance. Additionally, the discussion provides information about
the financial results of the various segments of our business to provide a
better understanding of how those segments and their results affect the
financial condition and results of operations of the Company as a whole.
Throughout this Management’s Discussion and Analysis of Financial
Condition and Results of Operations, we discuss segment operating
income, comparable store and club sales and other measures. Manage-
ment measures the results of the Company’s segments using, among
other measures, each segment’s operating income, including certain
corporate overhead allocations. From time to time, we revise the
measurement of each segment’s operating income or other measures,
which include certain corporate overhead allocations, as determined
by the information regularly reviewed by our chief operating decision
maker. When we do so, the previous period amounts and balances are
reclassified to conform to the current period’s presentation. The amounts
disclosed for “Corporate and support” in the leverage discussion of the
Company’s performance metrics consist of corporate overhead and
other items not allocated to any of the Company’s segments.
Comparable store and club sales is a metric that indicates the performance
of our existing U.S. stores and clubs by measuring the change in sales for
such stores and clubs, including e-commerce sales, for a particular
period from the corresponding period in the previous year. Walmart’s
definition of comparable store and club sales includes sales from stores
and clubs open for the previous 12 months, including remodels,
relocations, expansions and conversions, as well as e-commerce sales.
We measure the e-commerce sales impact by including those sales
initiated through our websites and fulfilled through our dedicated
e-commerce distribution facilities, as well as an estimate for sales initiated
online, but fulfilled through our stores and clubs. Changes in format are
excluded from comparable store and club sales when the conversion is
accompanied by a relocation or expansion that results in a change in
retail square feet of more than five percent. Comparable store and club
sales are also referred to as “same-store” sales by others within the retail
industry. The method of calculating comparable store and club sales
varies across the retail industry. As a result, our calculation of comparable
store and club sales is not necessarily comparable to similarly titled
measures reported by other companies.
In discussing our operating results, the term currency exchange rates
refers to the currency exchange rates we use to convert the operating
results for all countries where the functional currency is not the U.S.
dollar. We calculate the effect of changes in currency exchange rates as
the difference between current period activity translated using the
current period’s currency exchange rates, and the comparable prior year
period’s currency exchange rates. Throughout our discussion, we refer
to the results of this calculation as the impact of currency exchange rate
fluctuations. When we refer to constant currency operating results, we
are referring to our operating results without the impact of the currency
exchange rate fluctuations and without the impact of acquisitions until
the acquisitions are included in both comparable periods. The disclosure
of constant currency amounts or results permits investors to understand
better Walmart’s underlying performance without the effects of cur-
rency exchange rate fluctuations or acquisitions. Volatility in currency
exchange rates may impact the results, including net sales and operating
income, of the Company and the Walmart International segment in
the future.
18 Walmart 2014 Annual Report
Walmart 2014 Annual Report 19
Management’s Discussion and Analysis of
Financial Condition and Results of Operations
We made certain reclassifications to prior period amounts or balances to
conform to the presentation in the current fiscal year. These reclassifications
did not impact the Company’s operating income or consolidated net
income. Additionally, certain prior period segment asset and expense
allocations have been reclassified among segments to be comparable
with the current period presentation.
The Retail Industry
We operate in the highly competitive retail industry in all of the countries
we serve. We face strong sales competition from other discount, depart-
ment, drug, dollar, variety and specialty stores, warehouse clubs and
supermarkets, as well as internet-based retailers and catalog businesses.
Many of these competitors are national, regional or international chains.
We compete with a number of companies for prime retail site locations,
as well as in attracting and retaining quality employees (whom we call
“associates”). We, along with other retail companies, are influenced by a
number of factors including, but not limited to: catastrophic events,
climate change, competitive pressures, consumer disposable income,
consumer debt levels and buying patterns, consumer credit availability,
cost of goods, currency exchange rate fluctuations, customer preferences,
deflation, fuel and energy prices, general economic conditions, inflation,
insurance costs, interest rates, labor costs, tax rates, unemployment and
weather patterns. Further information on the factors that can affect our
operating results and on certain risks to our Company and an investment
in its securities can be located in “Item 1A. Risk Factors” in our Annual
Report on Form 10-K for the fiscal year ended January 31, 2014, and in the
discussion under “Forward-Looking Statements.”
Company Performance Metrics
The Company’s performance metrics emphasize three priorities for
improving shareholder value: growth, leverage and returns. The
Company’s priority of growth focuses on sales through comparable store
and club sales, including e-commerce sales, and unit square feet growth;
the priority of leverage encompasses the Company’s objective to
increase its operating income at a faster rate than the growth in net sales
by growing its operating, selling, general and administrative expenses
(“operating expenses”) at a slower rate than the growth of its net sales;
and the priority of returns focuses on how efficiently the Company
employs its assets through return on investment and how effectively the
Company manages working capital through free cash flow.
Growth
Net Sales
(Amounts in millions)
Walmart U.S.
Walmart International
Sam’s Club
Net sales
2014
Percent
of Total
59.0%
28.9%
12.1%
Net Sales
$279,406
136,513
57,157
$473,076
100.0%
Percent
Change
1.8%
1.3%
1.3%
1.6%
Fiscal Years Ended January 31,
2013
2012
Net Sales
$274,433
134,748
56,423
Percent
of Total
Percent
Change
59.0%
28.9%
12.1%
3.9%
7.4%
4.9%
5.0%
Net Sales
$264,186
125,435
53,795
Percent
of Total
59.6%
28.3%
12.1%
$443,416
100.0%
$465,604
100.0%
Our consolidated net sales increased 1.6% and 5.0% for fiscal 2014 and 2013, respectively, when compared to the previous fiscal year. The increase
in net sales for fiscal 2014 was primarily due to 3.1% year-over-year growth in retail square feet, higher e-commerce sales, the impact of fiscal 2013
acquisitions, which accounted for $730 million of the net sales increase, and positive comparable club sales at Sam’s Club. The positive effect of these
items was partially offset by $5.1 billion of negative impact from fluctuations in currency exchange rates and decreases in comparable store sales at
Walmart U.S. and in a number of our international operations. The increase in net sales for fiscal 2013 was due to 3.3% growth in retail square feet
and positive comparable store and club sales. Additionally, net sales from acquisitions, through their respective anniversary dates, accounted for
$4.0 billion of the increase in net sales. The increase in net sales for fiscal 2013 was partially offset by $4.5 billion of negative impact from fluctuations in
currency exchange rates.
20 Walmart 2014 Annual Report
Walmart 2014 Annual Report 21
Management’s Discussion and Analysis of
Financial Condition and Results of Operations
Calendar Comparable Store and Club Sales
Comparable store and club sales is a metric that indicates the performance of our existing U.S. stores and clubs by measuring the change in sales
for such stores and clubs, including e-commerce sales, for a particular period over the corresponding period in the previous year. The retail industry
generally reports comparable store and club sales using the retail calendar (also known as the 4-5-4 calendar) and, to be consistent with the retail
industry, we provide comparable store and club sales using the retail calendar in our quarterly earnings releases. However, when we discuss our
comparable store and club sales below, we are referring to our calendar comparable store and club sales calculated using our fiscal calendar. As our
fiscal calendar differs from the retail calendar, our calendar comparable store and club sales also differ from the retail calendar comparable store
and club sales provided in our quarterly earnings releases. Calendar comparable store and club sales, as well as the impact of fuel, for fiscal 2014
and 2013, were as follows:
Walmart U.S.
Sam’s Club
Total U.S.
With Fuel
Fuel Impact
Fiscal Years Ended January 31,
Fiscal Years Ended January 31,
2014
(0.6)%
0.3%
(0.5)%
2013
2.0%
4.1%
2.4%
2014
0.0%
(0.3)%
(0.1)%
2013
0.0%
0.3%
0.1%
Comparable store and club sales in the U.S., including fuel, decreased 0.5% in fiscal 2014 and increased 2.4% in fiscal 2013, when compared to the
previous fiscal year. The total U.S. comparable store and club sales for fiscal 2014 were negatively impacted by lower consumer spending primarily due
to the slow recovery in general economic conditions, the 2% increase in the 2013 payroll tax rate, and the reduction in government food benefits and
severe winter storms that occurred during the fourth quarter. These factors were partially offset by increased member traffic at Sam’s Club primarily
coming from Savings Members. Additionally, e-commerce sales positively impacted Walmart U.S. comparable store and Sam’s Club comparable club
sales percentages by approximately 0.3%. The total U.S. comparable store and club sales for fiscal 2013 increased as a result of improved average ticket
and an increase in customer traffic.
As we continue to add new stores and clubs in the U.S., we do so with an understanding that additional stores and clubs may take sales away from
existing units. We estimate the negative impact on comparable store and club sales as a result of opening new stores and clubs was approximately
0.8% and 0.7% in fiscal 2014 and 2013, respectively. Our estimate is calculated primarily by comparing the sales trends of the impacted stores and
clubs, which are identified based on their proximity to the new stores and clubs, to those of nearby non-impacted stores and clubs, in each case,
as measured after the new stores and clubs are opened.
Leverage
Operating Income
(Amounts in millions)
Walmart U.S.
Walmart International
Sam’s Club
Corporate and support
Operating income
Operating
Income
$22,351
5,454
1,975
(2,908)
2014
Percent
of Total
83.2%
20.3%
7.3%
(10.8)%
Percent
Change
4.0%
(17.6)%
0.8%
24.1%
Fiscal Years Ended January 31,
Operating
Income
$21,491
6,617
1,960
(2,343)
2013
Percent
of Total
77.5%
23.9%
7.1%
(8.5)%
$26,872
100.0%
(3.1)%
$27,725
100.0%
Percent
Change
5.4%
8.2%
6.3%
26.9%
4.7%
2012
Operating
Income
$20,381
6,113
1,844
(1,847)
Percent
of Total
76.9%
23.1%
7.0%
(7.0)%
$26,491
100.0%
We believe comparing both the growth of our operating expenses and our operating income to the growth of our net sales are meaningful measures
as they indicate how effectively we manage costs and leverage operating expenses. Our objective for a fiscal year is to grow operating expenses at a
slower rate than net sales and to grow operating income at a faster rate than net sales. On occasion, we may make strategic growth investments that
may, at times, cause our operating expenses to grow at a faster rate than net sales and that may result in our operating income growing at a slower
rate than net sales.
20 Walmart 2014 Annual Report
Walmart 2014 Annual Report 21
Management’s Discussion and Analysis of
Financial Condition and Results of Operations
Operating Expenses
For fiscal 2014, we did not meet our objective of growing operating
expenses at a slower rate than net sales as operating expenses as a
percentage of net sales increased 27 basis points. Overall, lower than
anticipated net sales, higher investment in key areas, such as global
leverage and e-commerce initiatives, and nearly $1.0 billion of increased
expenses for various matters described in the Walmart International seg-
ment discussion, were the primary causes for the increase in operating
expenses as a percentage of net sales. Additional expenses related to the
Foreign Corrupt Practices Act (“FCPA”) inquiries and investigations, as well
as our global compliance program and related organizational enhancements,
also contributed to the increase in operating expenses as a percentage of
net sales. The negative leverage impact of these items was partially offset
by lower incentive expenses for fiscal 2014. For fiscal 2013, we met our
objective of growing operating expenses at a slower rate than net sales
as operating expenses as a percentage of net sales decreased 14 basis
points. The fiscal 2013 decrease in operating expenses as a percentage
of net sales was primarily due to productivity improvements and
expense management.
Expenses incurred for the FCPA inquiries and investigations, as well as our
global compliance program and related organizational enhancements,
were $282 million and $157 million for fiscal 2014 and 2013, respectively.
Operating Income
For fiscal 2014, we did not meet our objective of growing operating
income at a faster rate than net sales as operating income decreased
3.1% while net sales increased 1.6%, when compared to the previous
fiscal year. This was primarily due to the factors we discussed for not
leveraging operating expenses, partially offset by increases in member-
ship and other income of 5.6%. For fiscal 2013, we also did not meet our
objective of growing operating income at a faster rate than net sales as
operating income increased 4.7% while net sales increased 5.0%, when
compared to the previous fiscal year. The primary causes for operating
income growing slower than net sales in fiscal 2013 were our increased
investments in e-commerce initiatives, increased expenses related to
the FCPA inquiries and investigations, as well as our global compliance
program and related organizational enhancements, and investments
in price, which reduced gross margin.
Returns
Return on Investment
Management believes return on investment (“ROI”) is a meaningful
metric to share with investors because it helps investors assess how
effectively Walmart is deploying its assets. Trends in ROI can fluctuate
over time as management balances long-term potential strategic
initiatives with possible short-term impacts. ROI was 17.0% and 18.1% for
fiscal 2014 and 2013, respectively. The decline in ROI was primarily due to
a decline in operating income, investments in property and equipment
and the impact of acquisitions.
ROI is considered a non-GAAP financial measure. We consider return on
assets (“ROA”) to be the financial measure computed in accordance with
generally accepted accounting principles (“GAAP”) that is the most
directly comparable financial measure to our calculation of ROI. ROA was
8.1% and 8.9% for fiscal 2014 and 2013, respectively.
We define ROI as adjusted operating income (operating income plus
interest income, depreciation and amortization, and rent expense) for
the trailing twelve months or fiscal year divided by average invested
capital during that period. We consider average invested capital to be
the average of our beginning and ending total assets of continuing
operations, plus average accumulated depreciation and amortization
less average accounts payable and average accrued liabilities for that
period, plus a rent factor equal to the rent for the fiscal year or trailing
twelve months multiplied by a factor of eight. When we have discontinued
operations, we exclude the impact of the discontinued operations.
Our calculation of ROI is considered a non-GAAP financial measure
because we calculate ROI using financial measures that exclude and
include amounts that are included and excluded in the most directly
comparable GAAP financial measure. For example, we exclude the
impact of depreciation and amortization from our reported operating
income in calculating the numerator of our calculation of ROI. In addi-
tion, we include a factor of eight for rent expense that estimates the
hypothetical capitalization of our operating leases. ROI differs from ROA
(which is consolidated income from continuing operations for the period
divided by average total assets of continuing operations for the period)
because ROI: adjusts operating income to exclude certain expense items
and adds interest income; adjusts total assets of continuing operations
for the impact of accumulated depreciation and amortization, accounts
payable and accrued liabilities; and incorporates a factor of rent to arrive
at total invested capital.
Although ROI is a standard financial metric, numerous methods exist
for calculating a company’s ROI. As a result, the method used by
management to calculate our ROI may differ from the methods used by
other companies to calculate their ROI. We urge you to understand
the methods used by other companies to calculate their ROI before
comparing our ROI to that of such other companies.
22 Walmart 2014 Annual Report
Walmart 2014 Annual Report 23
Management’s Discussion and Analysis of
Financial Condition and Results of Operations
The calculation of ROI, along with a reconciliation to the calculation of
ROA, the most comparable GAAP financial measure, is as follows:
(Amounts in millions)
CALCULATION OF RETURN ON INVESTMENT
Numerator
Operating income
+ Interest income
+ Depreciation and amortization
+ Rent
Fiscal Years
Ended January 31,
2014
2013
$ 26,872
119
8,870
2,828
$ 27,725
186
8,478
2,581
= Adjusted operating income
$ 38,689
$ 38,970
Denominator
Average total assets
of continuing operations (1)
$203,680
$198,193
+ Average accumulated depreciation
and amortization (1)
- Average accounts payable (1)
- Average accrued liabilities (1)
+ Rent x 8
57,907
37,748
18,802
22,624
51,829
37,344
18,481
20,648
= Average invested capital
$227,661
$214,845
Return on investment (ROI)
17.0%
18.1%
CALCULATION OF RETURN ON ASSETS
Numerator
Income from continuing operations
Denominator
Average total assets
$ 16,551
$ 17,704
of continuing operations (1)
$203,680
$198,193
Return on assets (ROA)
8.1%
8.9%
As of January 31,
2014
2013
2012
Certain Balance Sheet Data
Total assets of
continuing operations (2)
Accumulated depreciation
and amortization
Accounts payable
Accrued liabilities
$204,291
$203,068
$193,317
60,771
37,415
18,793
55,043
38,080
18,808
48,614
36,608
18,154
(1) The average is based on the addition of the account balance at the end of the current
period to the account balance at the end of the prior period and dividing by 2.
Free Cash Flow
We define free cash flow as net cash provided by operating activities
in a period minus payments for property and equipment made in that
period. We generated free cash flow of $10.1 billion, $12.7 billion and
$10.7 billion for fiscal 2014, 2013 and 2012, respectively. The decline in free
cash flow for fiscal 2014, when compared to the previous fiscal year, was
primarily due to the timing of income tax payments, as well as lower income
from continuing operations and slightly higher capital expenditures. The
fiscal 2013 increase in free cash flow was primarily due to higher income
from continuing operations positively impacting net cash generated
from operating activities and lower capital expenditures.
Free cash flow is considered a non-GAAP financial measure. We consider
net cash provided by operating activities to be the GAAP financial
measure most directly comparable to free cash flow. Management
believes that free cash flow, which measures our ability to generate
additional cash from our business operations, is an important financial
measure for use in evaluating the Company’s financial performance. Free
cash flow should be considered in addition to, rather than as a substitute
for, consolidated income from continuing operations as a measure of our
performance and net cash provided by operating activities as a measure
of our liquidity.
Additionally, our definition of free cash flow is limited, in that it does not
represent residual cash flows available for discretionary expenditures as
the measure does not deduct the payments required for debt service
and other contractual obligations or payments made for business acqui-
sitions. Therefore, we believe it is important to view free cash flow as a
measure that provides supplemental information to our Consolidated
Statements of Cash Flows.
Although other companies report their free cash flow, numerous
methods may exist for calculating a company’s free cash flow. As a result,
the method used by our management to calculate our free cash flow
may differ from the methods used by other companies to calculate their
free cash flow. We urge you to understand the methods used by other
companies to calculate their free cash flow before comparing our free
cash flow to that of such other companies.
The following table sets forth a reconciliation of free cash flow to net cash
provided by operating activities, as well as information regarding net
cash used in investing activities and net cash used in financing activities.
(Amounts in millions)
2014
2013
2012
Fiscal Years Ended January 31,
Net cash provided by
operating activities
Payments for property
and equipment
$ 23,257
$ 25,591 $ 24,255
(13,115)
(12,898)
(13,510)
(2) Total assets of continuing operations as of January 31, 2014, 2013 and 2012 in the
Free cash flow
$ 10,142
$ 12,693 $ 10,745
table exclude assets of discontinued operations that are reflected in the Company’s
Consolidated Balance Sheets of $460 million, $37 million and $89 million, respectively.
Net cash used in
investing activities (1)
$(12,298) $(12,611) $(16,609)
Net cash used in
financing activities
(11,017)
(11,972)
(8,458)
(1) “Net cash used in investing activities” includes payments for property and
equipment, which is also included in our computation of free cash flow.
Walmart 2014 Annual Report 23
22 Walmart 2014 Annual Report
Management’s Discussion and Analysis of
Financial Condition and Results of Operations
Results of Operations
Consolidated Results of Operations
(Amounts in millions,
except unit counts)
Total revenues
Percentage change in
total revenues from
previous fiscal year
Net sales
Percentage change in
net sales from
previous fiscal year
Total U.S. calendar comparable
store and club sales
Gross profit margin as a
Fiscal Years Ended January 31,
2014
2013
2012
$476,294
$468,651
$446,509
1.6%
5.0%
6.0%
$473,076
$465,604
$443,416
1.6%
5.0%
(0.5)%
2.4%
5.9%
1.6%
percentage of net sales
24.3%
24.3%
24.5%
Operating income
Operating income as a
percentage of net sales
Income from continuing
operations
Unit counts at period end
Retail square feet at period end
$ 26,872
$ 27,725
$ 26,491
5.7%
6.0%
6.0%
$ 16,551
10,942
1,101
$ 17,704
10,408
1,070
$ 16,408
9,766
1,035
Our total revenues, which are mostly comprised of net sales, but also
include membership and other income, increased 1.6% and 5.0% for fiscal
2014 and 2013, respectively, when compared to the previous fiscal year.
The increase in total revenues was primarily a result of increases in our
net sales, which also increased 1.6% and 5.0% for fiscal 2014 and 2013,
respectively. The increase in net sales for fiscal 2014 was primarily due to
3.1% year-over-year growth in retail square feet, higher e-commerce sales,
the impact of fiscal 2013 acquisitions, which accounted for $730 million
of the net sales increase, and positive comparable club sales at Sam’s Club.
The positive effect of these items was partially offset by $5.1 billion of
negative impact from fluctuations in currency exchange rates and
decreases in comparable store sales at Walmart U.S. and in a number of
our international operations. The increase in net sales for fiscal 2013 was
due to 3.3% growth in retail square feet and positive comparable store
and club sales. Additionally, net sales from acquisitions, through their
respective anniversary dates, accounted for $4.0 billion of the increase in
net sales. The increase in net sales for fiscal 2013 was partially offset by
$4.5 billion of negative impact from fluctuations in currency exchange
rates. Increases in membership and other income of 5.6%, primarily due
to higher membership and other income at Sam’s Club, also contributed
to the increase in total revenues for fiscal 2014 and 2013.
Our gross profit rate decreased 3 basis points for fiscal 2014, when
compared to the previous fiscal year, primarily due to our ongoing
investment in price, as well as merchandise mix. For fiscal 2013, gross
profit rate decreased 12 basis points, when compared to the previous
fiscal year, primarily due to the Walmart U.S. segment’s strategic focus
on price investment and low price leadership.
For fiscal 2014, we did not meet our objective of growing operating
expenses at a slower rate than net sales as operating expenses as a
percentage of net sales increased 27 basis points. Overall, lower than
anticipated net sales, higher investment in key areas, such as global
leverage and e-commerce initiatives, and nearly $1.0 billion of increased
expenses for various matters described in the Walmart International
segment discussion, were the primary cause for the increase in operating
expenses as a percentage of net sales. Additional expenses related to the
FCPA inquiries and investigations, as well as our global compliance pro-
gram and related organizational enhancements also contributed to the
increase in operating expenses as a percentage of net sales. The negative
leverage impact of these items was partially offset by lower incentive
expenses for fiscal 2014. For fiscal 2013, we met our objective of growing
operating expenses at a slower rate than net sales as operating expenses
as a percentage of net sales decreased 14 basis points. The fiscal 2013
decrease in operating expenses as a percentage of net sales was primarily
due to productivity improvements and expense management.
For fiscal 2014, we did not meet our objective of growing operating
income at a faster rate than net sales as operating income decreased
3.1% while net sales increased 1.6%, when compared to the previous
fiscal year. This was primarily due to the factors we discussed for not
leveraging operating expenses, partially offset by increases in member-
ship and other income. For fiscal 2013, we also did not meet our
objective of growing operating income at a faster rate than net sales as
operating income increased 4.7% while net sales increased 5.0%, when
compared to the previous fiscal year. The primary causes for operating
income growing slower than net sales in fiscal 2013 were investments in
e-commerce initiatives, increased expenses related to the FCPA inquiries
and investigations, as well as our global compliance program and related
organizational enhancements, and investments in price, which reduced
gross margin.
Our effective income tax rates were 32.9%, 31.0% and 32.6% for fiscal 2014,
2013 and 2012, respectively. The reconciliation from the U.S. statutory
rate to the effective income tax rates for fiscal 2014, 2013 and 2012 is
presented in Note 9 in the “Notes to Consolidated Financial Statements.”
Our effective income tax rate for fiscal 2014 was higher than in fiscal 2013
primarily due to the tax impacts attributable to repatriated international
earnings during fiscal 2014. Our fiscal 2013 effective income tax rate was
lower than in fiscal 2012 primarily because the fiscal 2013 rate benefited
from a number of discrete tax items, including the positive impact from
fiscal 2013 legislative changes arising at the end of the fiscal 2012 year,
most notably the American Taxpayer Relief Act of 2012. Our effective
income tax rate may fluctuate from period to period as a result of factors
including changes in our assessment of certain tax contingencies,
increases or decreases in valuation allowances, changes in tax law,
outcomes of administrative audits, the impact of discrete items and the
mix of earnings among our U.S. and international operations where
the statutory rates are generally lower than the U.S. statutory rate.
As a result of the factors discussed above, we reported $16.6 billion,
$17.7 billion and $16.4 billion of consolidated income from continuing
operations for fiscal 2014, 2013 and 2012, respectively, a decrease of
$1.1 billion for fiscal 2014 and an increase of $1.3 billion for fiscal 2013,
when compared to the previous fiscal year. Diluted income per common
share from continuing operations attributable to Walmart (“EPS”) was
$4.85, $5.01 and $4.53 for fiscal 2014, 2013 and 2012, respectively.
24 Walmart 2014 Annual Report
Walmart 2014 Annual Report 25
Management’s Discussion and Analysis of
Financial Condition and Results of Operations
Walmart U.S. Segment
Walmart International Segment
(Amounts in millions,
except unit counts)
Net sales
Percentage change from
previous fiscal year
Calendar comparable
store sales
Operating income
Operating income as a
percentage of net sales
Unit counts at period end
Retail square feet at
period end
Fiscal Years Ended January 31,
2014
2013
2012
$279,406
$274,433
$264,186
1.8%
(0.6)%
3.9%
2.0%
1.5%
0.3%
$ 22,351
$ 21,491
$ 20,381
8.0%
4,203
7.8%
4,005
7.7%
3,868
659
641
627
Net sales for the Walmart U.S. segment increased 1.8% and 3.9% for fiscal
2014 and 2013, respectively, when compared to the previous fiscal year.
For fiscal 2014, the increase in net sales was due to year-over-year growth
in retail square feet of 2.9%, partially offset by a decline in comparable
store sales of (0.6)%. Our comparable store sales were negatively impacted
by lower consumer spending primarily due to the slow recovery in
general economic conditions, the 2% increase in the 2013 payroll tax
rate, and the reduction in government food benefits and severe winter
storms that occurred in the fourth quarter. For fiscal 2013, the increase in
net sales was due to a 2.0% increase in comparable store sales as a result
of higher average ticket and an increase in customer traffic, combined
with a 2.2% increase in retail square feet.
The fiscal 2014 gross profit rate declined slightly when compared to
the previous fiscal year primarily due to our commitment to low price
leadership, especially during fiscal 2014’s highly competitive holiday
sales season, partially offset by cost of goods savings initiatives and
supply chain productivity. Gross profit rate declined 16 basis points for
fiscal 2013, when compared to the previous fiscal year, primarily due
to our strategic focus on price investment and low price leadership.
Walmart U.S. leveraged operating expenses for fiscal 2014 and 2013,
as operating expenses as a percentage of segment net sales declined
18 and 27 basis points, respectively, compared to the previous fiscal
year. The decrease in operating expenses as a percentage of segment
net sales was driven by productivity initiatives in both years, as well
as lower incentive expenses in fiscal 2014.
As a result of the factors discussed above, segment operating income
was $22.4 billion, $21.5 billion and $20.4 billion during fiscal 2014, 2013
and 2012, respectively, and Walmart U.S. grew operating income faster
than sales during fiscal 2014 and 2013.
(Amounts in millions,
except unit counts)
Net sales
Percentage change from
previous fiscal year
Operating income
Operating income as
Fiscal Years Ended January 31,
2014
2013
2012
$136,513
$134,748
$125,435
1.3%
7.4%
15.3%
$ 5,454
$ 6,617
$ 6,113
a percentage of net sales
4.0%
4.9%
4.9%
Unit counts at period end
Retail square feet at period end
6,107
358
5,783
346
5,287
326
Net sales for the Walmart International segment increased 1.3% and 7.4%
for fiscal 2014 and 2013, respectively, when compared to the previous
fiscal year. For fiscal 2014, the increase in net sales was due to year-over-
year growth in retail square feet of 3.6% and the impact of fiscal 2013
acquisitions, which accounted for $730 million of the net sales increase.
In addition, higher e-commerce sales in each country with e-commerce
operations, particularly in the United Kingdom, Brazil and China,
contributed to the increase in net sales. The increase in net sales was
partially offset by $5.1 billion of negative impact from fluctuations in
currency exchange rates. For fiscal 2013, the increase in net sales was
due to year-over-year growth in retail square feet of 5.9% and positive
comparable sales. In addition, net sales from fiscal 2012 acquisitions
accounted for $4.0 billion of the increase in net sales. The increase in
net sales was partially offset by $4.5 billion of negative impact from
fluctuations in currency exchange rates.
Gross profit rate decreased 10 basis points for fiscal 2014 and was flat for
fiscal 2013, when compared to the previous fiscal year. The fiscal 2014
decrease in gross profit rate was primarily due to price investments in
certain countries, including Brazil, Canada and Mexico.
Walmart International did not leverage operating expenses for fiscal 2014
as operating expenses as a percentage of segment net sales increased
80 basis points, when compared to the previous fiscal year. Operating
expenses as a percentage of segment net sales were impacted by lower
than anticipated net sales, increased wages and strategic investments,
including investments in e-commerce initiatives. In addition, we incurred
nearly $1.0 billion of aggregated expenses for the following matters that
contributed to the increase in our operating expenses as a percentage
of segment net sales:
• Charges for contingencies for non-income taxes and employment
claims in Brazil;
• Charges for the closure of 29 units in China and 25 units in Brazil due
to poor performance;
• Store lease expenses in China and Mexico to correct a historical
accounting practice that did not conform to our global accounting
policies; and
• Expenses for the termination of the joint venture, franchise and
supply agreements related to our former partner’s retail store operations
in India.
24 Walmart 2014 Annual Report
Walmart 2014 Annual Report 25
Management’s Discussion and Analysis of
Financial Condition and Results of Operations
Operating expenses as a percentage of segment net sales decreased
22 basis points in fiscal 2013, when compared to the previous fiscal year.
Walmart International leveraged operating expenses in fiscal 2013 pri-
marily due to expense management. While each country is focused on
leveraging operating expenses, the countries that generated the most
leverage included Brazil, Chile and the United Kingdom in fiscal 2013.
As a result of the factors discussed above, segment operating income
was $5.5 billion, $6.6 billion and $6.1 billion for fiscal 2014, 2013 and 2012,
respectively. Fluctuations in currency exchange rates negatively
impacted operating income $26 million and $111 million in fiscal 2014
and fiscal 2013, respectively, and positively impacted operating income
$105 million in fiscal 2012. Walmart International did not grow operating
income faster than net sales in fiscal 2014, but grew operating income
faster than net sales in fiscal 2013.
Sam’s Club Segment
We believe the information in the following table under the caption
“Excluding Fuel” is useful to investors because it permits investors to
understand the effect of the Sam’s Club segment’s fuel sales on its
results of operations, which are impacted by the volatility of fuel prices.
Volatility in fuel prices may continue to impact the operating results
of the Sam’s Club segment in the future.
(Amounts in millions,
except unit counts)
Including Fuel
Net sales
Percentage change from
comparable period
Calendar comparable
club sales increase
Operating income
Operating income as
Fiscal Years Ended January 31,
2014
2013
2012
$57,157
$56,423
$53,795
1.3%
4.9%
8.8%
0.3%
4.1%
8.4%
$ 1,975
$ 1,960
$ 1,844
a percentage of net sales
Unit counts at period end
Retail square feet at period end
3.5%
632
84
3.5%
620
83
3.4%
611
82
Excluding Fuel
Net sales
Percentage change from
previous fiscal year
Operating income
Operating income as
$50,574
$49,789
$47,616
1.6%
4.6%
5.4%
$ 1,949
$ 1,913
$ 1,805
a percentage of net sales
3.9%
3.8%
3.8%
Net sales for the Sam’s Club segment increased 1.3% and 4.9% for fiscal
2014 and 2013, respectively, when compared to the previous fiscal year.
The fiscal 2014 increase in net sales was due to year-over-year growth in
retail square feet of 2.1%, driven by the addition of 12 new clubs, as well
as positive comparable club sales of 0.3%. Our positive comparable
club sales were the result of increased member traffic primarily coming
from our Savings Members, partially offset by severe winter storms that
occurred in the fourth quarter. The net sales increase in fiscal 2013 was
primarily due to positive comparable club sales, driven by an increase
in customer traffic and average ticket. The addition of nine new clubs
in fiscal 2013 also helped increase net sales.
Gross profit rate was flat for fiscal 2014 and 2013, when compared to the
previous fiscal year. For fiscal 2014, our gross profit was negatively impacted
by $39 million from an adjustment to our product warranty liabilities,
which was offset by a favorable impact from merchandise mix.
Membership and other income increased 14.1% and 3.0% for fiscal
2014 and 2013, respectively, when compared to the previous fiscal year.
The fiscal 2014 increase was primarily due to the improved contract terms
relating to the profit sharing arrangement with our credit card provider,
increased membership fees that were introduced on May 15, 2013,
$24 million of income from the sale of two real estate properties and
an increase in members from the opening of 12 new clubs. The fiscal
2013 increase was primarily due to an increase in total members aided
by the opening of nine new clubs.
Sam’s Club did not leverage expenses for fiscal 2014 as operating
expenses as a percentage of segment net sales increased 26 basis points,
when compared to the previous fiscal year. The increase in operating
expenses as a percentage of segment net sales was primarily due to a
$59 million charge for the implementation of a new in-club staffing
structure and the pending closure of one club, as well as a state excise
tax refund credit we received in the previous fiscal year. Sam’s Club
leveraged expenses for fiscal 2013 as operating expenses as a percentage
of segment net sales decreased 9 basis points, when compared to the
previous fiscal year. The fiscal 2013 decrease was due to improved wage
management, a state excise tax refund credit we received and lower
expenses in connection with club remodels.
As a result of the factors discussed above, operating income was
$2.0 billion, $2.0 billion and $1.8 billion for fiscal 2014, 2013 and 2012,
respectively. Sam’s Club did not grow operating income faster than
net sales in fiscal 2014, but did grow operating income faster than sales
in fiscal 2013.
Liquidity and Capital Resources
Liquidity
Cash flows provided by operating activities have historically supplied us
with a significant source of liquidity. We use these cash flows, supple-
mented with long-term debt and short-term borrowings, to fund our
operations and global expansion activities. Generally, some or all of the
remaining available cash flow funds all or part of the dividends on our
common stock and share repurchases.
(Amounts in millions)
2014
2013
2012
Fiscal Years Ended January 31,
Net cash provided by
operating activities
Payments for property
and equipment
Free cash flow
Net cash used in
$ 23,257
$ 25,591 $ 24,255
(13,115)
(12,898)
(13,510)
$ 10,142
$ 12,693 $ 10,745
investing activities (1)
$(12,298) $(12,611) $(16,609)
Net cash used in
financing activities
(11,017)
(11,972)
(8,458)
(1) “Net cash used in investing activities” includes payments for property and equipment,
which is also included in our computation of free cash flow.
26 Walmart 2014 Annual Report
Walmart 2014 Annual Report 27
Management’s Discussion and Analysis of
Financial Condition and Results of Operations
Cash Flows Provided by Operating Activities
Cash flows provided by operating activities were $23.3 billion, $25.6 billion
and $24.3 billion for fiscal 2014, 2013 and 2012, respectively. The decrease
in cash flows provided by operating activities for fiscal 2014, when
compared to the previous fiscal year, was primarily due to the timing of
income tax payments, as well as lower income from continuing operations.
The increase in cash flows provided by operating activities in fiscal 2013,
when compared to the previous fiscal year, was primarily due to higher
income for continuing operations.
Cash Equivalents and Working Capital
Cash and cash equivalents were $7.3 billion and $7.8 billion at January 31,
2014 and 2013, respectively. Our working capital deficits were $8.2 billion
and $11.9 billion at January 31, 2014 and 2013, respectively. The decrease
in our working capital deficit was primarily attributable to a decrease in
long-term debt due within one year and an increase in our inventory
levels due to lower than anticipated sales across the Company. Timing
differences also contributed to the decrease in our working capital
deficit. We generally operate with a working capital deficit due to our
efficient use of cash in funding operations and in providing returns to
our shareholders in the form of share repurchases and payments of
cash dividends.
We employ financing strategies (e.g., global funding structures) in an
effort to ensure cash can be made available in the country in which it is
needed with the minimum cost possible. We do not believe it will be
necessary to repatriate cash and cash equivalents held outside of the U.S.
and anticipate our domestic liquidity needs will be met through other
funding sources (ongoing cash flows generated from operations, external
borrowings or both). Accordingly, we intend, with only certain exceptions,
to continue to indefinitely reinvest our cash and cash equivalents held
outside of the U.S. in our foreign operations. When the income earned
(either from operations or through global funding structures) and indefi-
nitely reinvested outside of the U.S. is taxed at local country tax rates, which
are generally lower than the U.S. statutory rate, we realize an effective tax
rate benefit. If our intentions with respect to reinvestment were to change,
most of the amounts held within our foreign operations could be repatri-
ated to the U.S., although any repatriation under current U.S. tax laws
would be subject to U.S. federal income taxes, less applicable foreign tax
credits. As of January 31, 2014 and 2013, cash and cash equivalents of
approximately $1.9 billion may not be freely transferable to the U.S. due
to local laws or other restrictions. We do not expect local laws, other
limitations or potential taxes on anticipated future repatriations of cash
amounts held outside of the U.S. to have a material effect on our overall
liquidity, financial condition or results of operations.
Cash Flows Used in Investing Activities
Cash flows used in investing activities generally consist of payments
for property and equipment and investments and business acquisitions.
Payments for property and equipment were $13.1 billion, $12.9 billion
and $13.5 billion for fiscal 2014, 2013 and 2012, respectively. The fiscal
2014 increase was primarily for additional Neighborhood Markets and
other small formats in the Walmart U.S. segment. The fiscal 2013 decrease
was primarily the result of lowering the average cost for remodels.
Payments for investments and business acquisitions, net of cash
acquired, were $15 million, $316 million and $3.5 billion for fiscal 2014,
2013 and 2012, respectively.
Pending Transaction
As discussed in Note 13 to our Consolidated Financial Statements,
we currently anticipate completing the following transaction that will
impact our future cash flows from investing activities:
Vips Restaurant Business in Mexico
In September 2013, Wal-Mart de México, S.A.B. de C.V. (“Walmex”),
a majority-owned subsidiary of the Company, entered into a
definitive agreement with Alsea S.A.B. de C.V. to dispose of Walmex’s
Vips restaurant business (“Vips”) in Mexico for approximately
$625 million. Accordingly, the Vips operating results are presented
as discontinued operations in the Company’s Consolidated
Statements of Income for fiscal 2014, 2013 and 2012. Additionally,
the Vips assets and liabilities to be disposed of are reported
separately in the Company’s Consolidated Balance Sheets as of
January 31, 2014. The Vips sale is subject to approval by Mexican
regulatory authorities and is currently expected to close during
the first half of fiscal 2015. Upon completion of this transaction,
the Company expects to record a net gain, which will be recorded
in discontinued operations in the Company’s Consolidated
Statements of Income.
Global Expansion Activities
In addition to our growth in retail square feet discussed throughout the
“Results of Operations” discussion, we expanded in e-commerce in each of
our segments during fiscal 2014, with Walmart U.S. and Sam’s Club focused
on the e-commerce market in the U.S. and Walmart International focused
on the e-commerce markets in countries outside of the U.S., primarily the
United Kingdom, China and Brazil. Some of our fiscal 2014 e-commerce
accomplishments included developing a new recommendation engine
to further personalize search, improving the mobile shopping experience,
accelerating the deployment of our global technology platform and
increasing assortment offered on our websites. Each of these accom-
plishments further supports the operations of our segments.
Our fiscal 2015 global expansion plans include continuing to grow our
retail square feet, which will include a significant increase in the number
of Neighborhood Markets and other small stores. In addition, we plan to
continue to expand our e-commerce capabilities. We anticipate financing
our global expansion activities through cash flows provided by operating
activities and future debt financings. The following table provides our
estimated range for fiscal 2015 capital expenditures, as well as our
estimated range for growth in retail square feet. Our anticipated
e-commerce capital expenditures are included in our estimated range
for fiscal 2015 capital expenditures. The amounts in the table do not
include capital expenditures or growth in retail square feet from any
pending or future acquisitions.
Walmart U.S.
Walmart International
Sam’s Club
Corporate and support
Total
Fiscal 2015
Fiscal 2015
Projected Capital Projected Growth in
Retail Square Feet
(in thousands)
Expenditures
(in billions)
$ 6.4 to $ 6.9
4.0 to 4.5
1.0 to 1.0
1.0 to 1.0
21,000 to 23,000
12,000 to 14,000
2,000 to 2,000
—
to —
$12.4 to $13.4
35,000 to 39,000
Walmart 2014 Annual Report 27
26 Walmart 2014 Annual Report
Management’s Discussion and Analysis of
Financial Condition and Results of Operations
The following table represents the allocation of our capital expenditures
for property and equipment:
Allocation of Capital Expenditures
Fiscal Years Ending January 31,
2014
2013
Dividends
Our total dividend payments were $6.1 billion, $5.4 billion, and $5.0 billion
for fiscal 2014, 2013 and 2012, respectively. On February 20, 2014, the Board
of Directors approved the fiscal 2015 annual dividend at $1.92 per share,
an increase compared to the fiscal 2014 dividend of $1.88 per share. For
fiscal 2015, the annual dividend will be paid in four quarterly installments
of $0.48 per share, according to the following record and payable dates:
(Amounts in millions)
Capital Expenditures
New stores and clubs, including
expansions and relocations
Information systems, distribution,
e-commerce and other
Remodels
Total U.S.
Walmart International
$ 5,083
$ 4,340
2,539
1,030
8,652
4,463
2,922
995
8,257
4,641
Record Date
March 11, 2014
May 9, 2014
August 8, 2014
December 5, 2014
Payable Date
April 1, 2014
June 2, 2014
September 3, 2014
January 5, 2015
Company Share Repurchase Program
From time to time, the Company repurchases shares of its common stock
under share repurchase programs authorized by the Board of Directors.
On June 6, 2013, the Company’s Board of Directors replaced the previous
$15.0 billion share repurchase program, which had approximately
$712 million of remaining authorization for share repurchases as of that
date, with a new $15.0 billion share repurchase program, which was
announced on June 7, 2013. As was the case with the replaced share
repurchase program, the current share repurchase program has no
expiration date or other restrictions limiting the period over which the
Company can make share repurchases. At January 31, 2014, authorization
for $11.3 billion of share repurchases remained under the current share
repurchase program. Any repurchased shares are constructively retired
and returned to an unissued status.
The Company considers several factors in determining when to execute
share repurchases, including, among other things, current cash needs,
capacity for leverage, cost of borrowings and the market price of its
common stock. The following table provides, on a settlement date basis,
the number of shares repurchased, average price paid per share and
total cash paid for share repurchases for fiscal 2014, 2013 and 2012:
(Amounts in millions,
except per share data)
Fiscal Years Ended January 31,
2014
2013
2012
Total number of shares repurchased
Average price paid per share
Total cash paid for share repurchases
89.1
$74.99
$6,683
113.2
$67.15
$7,600
115.3
$54.64
$6,298
Total capital expenditures
$13,115
$12,898
Cash Flows Used in Financing Activities
Cash flows used in financing activities generally consist of transactions
related to our short-term and long-term debt, as well as dividends paid
and the repurchase of Company stock. Transactions with noncontrolling
interest shareholders are also classified as cash flows from financing activities.
Short-term Borrowings
Short-term borrowings increased $911 million for fiscal 2014, compared
to an increase of $2.8 billion for the previous fiscal year. Favorable interest
rates available to us have allowed us to continue to utilize the liquidity
under our short-term borrowing programs to provide funding used for our
operations, dividend payments, share repurchases, capital expenditures
and for other cash requirements and corporate purposes as needed.
Long-term Debt
Information on significant long-term debt issued during fiscal 2014,
is as follows:
(Amounts in millions)
Issue Date
Maturity
Date
April 11, 2013
April 11, 2013
April 11, 2013
April 11, 2013
October 2, 2013
October 2, 2013
Total
April 11, 2016
April 11, 2018
April 11, 2023
April 11, 2043
December 15, 2018
October 2, 2043
Interest
Rate
0.600%
1.125%
2.550%
4.000%
1.950%
4.750%
Principal
Amount
$1,000
1,250
1,750
1,000
1,000
750
$6,750
The aggregate net proceeds from these long-term debt issuances were
approximately $6.7 billion, which were used to pay down and refinance
existing debt and for other general corporate purposes. We also received
additional aggregate net proceeds of approximately $0.4 billion from
other, smaller long-term debt issuances in several of our international
operations, which were used primarily to refinance existing debt.
28 Walmart 2014 Annual Report
Walmart 2014 Annual Report 29
Management’s Discussion and Analysis of
Financial Condition and Results of Operations
Transactions with Noncontrolling Interest Holders
As discussed in Note 13 to our Consolidated Financial Statements, we
have completed or anticipate completing the following transactions
with noncontrolling interest shareholders that have impacted our cash
flows from financing activities or that will impact our cash flows from
financing activities in the future:
Capital Resources
We believe cash flows from continuing operations, our current cash
position and access to debt and capital markets will continue to be
sufficient to meet our anticipated operating cash needs, including
seasonal buildups in merchandise inventories, and complete our capital
expenditures, dividend payments and share repurchases.
India Operations
During fiscal 2014, the Company acquired, for $100 million, the
remaining ownership interest in Bharti Walmart Private Limited,
previously a joint venture between Bharti Ventures Limited (“Bharti”)
and the Company established in 2007, which operated the Company’s
wholesale cash & carry business in India. Upon completion of the
transaction, the Company became the sole owner of the cash &
carry business in India. In addition, the Company also terminated
its joint venture, franchise and supply agreements with Bharti Retail
Limited (“Bharti Retail”), which operates Bharti’s retail business in
India, and transferred its investment in that business to Bharti. In
connection with the agreements related to the Bharti retail business,
the Company paid and forgave indebtedness of approximately
$234 million. The amounts paid to complete these transactions are
included in the other investing and other financing categories in the
Company’s Consolidated Statements of Cash Flows for fiscal 2014.
Walmart Chile
In September 2013, certain redeemable noncontrolling interest
shareholders exercised put options that required the Company to
purchase a portion of their shares in Walmart Chile at the mutually
agreed upon redemption value to be determined after exercise of
the put options. In fiscal 2014, the Company recorded an increase to
redeemable noncontrolling interest of $1.0 billion, with a correspond-
ing decrease to capital in excess of par value, to reflect the estimated
redemption value of the redeemable noncontrolling interest at
$1.5 billion. Subsequent to the initial exercise, the Company negotiated
with the redeemable noncontrolling interest shareholders to acquire
all of their redeemable noncontrolling interest shares. The Company
completed this transaction in February 2014, after period end, using
its existing cash and bringing its ownership interest in Walmart Chile
to approximately 99.7 percent. The Company has since initiated a
tender offer for the remaining 0.3 percent noncontrolling interest
held by the public in Chile at the same value per share as was paid
to the redeemable noncontrolling interest shareholders. The tender
offer will expire in the first quarter of fiscal 2015.
We have strong commercial and long-term debt ratings that have
enabled and should continue to enable us to refinance our debt as it
becomes due at favorable rates in debt capital markets. At January 31,
2014, the ratings assigned to our commercial paper and rated series
of our outstanding long-term debt were as follows:
Rating agency
Commercial paper
Long-term debt
Standard & Poor’s
Moody’s Investors Service
Fitch Ratings
A-1+
P-1
F1+
AA
Aa2
AA
Credit rating agencies review their ratings periodically and, therefore, the
credit ratings assigned to us by each agency may be subject to revision
at any time. Accordingly, we are not able to predict whether our current
credit ratings will remain consistent over time. Factors that could affect
our credit ratings include changes in our operating performance, the
general economic environment, conditions in the retail industry, our
financial position, including our total debt and capitalization, and
changes in our business strategy. Any downgrade of our credit ratings
by a credit rating agency could increase our future borrowing costs or
impair our ability to access capital and credit markets on terms com-
mercially acceptable to us. In addition, any downgrade of our current
short-term credit ratings could impair our ability to access the commercial
paper markets with the same flexibility that we have experienced
historically, potentially requiring us to rely more heavily on more expensive
types of debt financing. The credit rating agency ratings are not
recommendations to buy, sell or hold our commercial paper or debt
securities. Each rating may be subject to revision or withdrawal at any
time by the assigning rating organization and should be evaluated
independently of any other rating. Moreover, each credit rating is specific
to the security to which it applies.
To monitor our credit rating and our capacity for long-term financing,
we consider various qualitative and quantitative factors. We monitor the
ratio of our debt-to-total capitalization as support for our long-term
financing decisions. At January 31, 2014 and 2013, the ratio of our debt-
to-total capitalization was 42.6% and 41.5%, respectively. For the purpose
of this calculation, debt is defined as the sum of short-term borrowings,
long-term debt due within one year, obligations under capital leases
due within one year, long-term debt and long-term obligations under
capital leases. Total capitalization is defined as debt plus total Walmart
shareholders’ equity. The increase in our debt-to-total capitalization
ratio was primarily driven by changes in working capital and higher
long-term debt balances.
28 Walmart 2014 Annual Report
Walmart 2014 Annual Report 29
Management’s Discussion and Analysis of
Financial Condition and Results of Operations
Contractual Obligations and Other Commercial Commitments
The following table sets forth certain information concerning our obligations and commitments to make contractual future payments, such as debt
and lease agreements, and certain contingent commitments:
(Amounts in millions)
Recorded contractual obligations:
Long-term debt (1)
Short-term borrowings
Capital lease obligations (2)
Unrecorded contractual obligations:
Non-cancelable operating leases
Estimated interest on long-term debt
Trade letters of credit
Purchase obligations
Total commercial commitments
Payments Due During Fiscal Years Ending January 31,
Total
2015
2016-2017
2018-2019
Thereafter
$ 45,874
7,670
6,291
$ 4,103
7,670
586
$ 6,876
—
1,077
$ 4,638
—
917
$30,257
—
3,711
17,170
34,034
2,843
5,032
1,734
1,921
2,843
4,383
3,094
3,692
—
621
2,506
3,459
—
20
9,836
24,962
—
8
$118,914
$23,240
$15,360
$11,540
$68,774
(1) “Long-term debt” includes the fair value of our derivatives classified as fair value hedges.
(2) “Capital lease obligations” includes executory costs and imputed interest related to capital lease obligations that are not yet recorded. Refer to Note 11 for more information.
Additionally, the Company has approximately $15.4 billion in undrawn
lines of credit and standby letter of credit facilities which, if drawn upon,
would be included in the liabilities section of the Company’s Consolidated
Balance Sheets.
Estimated interest payments are based on our principal amounts
and expected maturities of all debt outstanding at January 31, 2014,
and management’s forecasted market rates for our variable rate debt.
Purchase obligations include legally binding contracts such as firm
commitments for inventory and utility purchases, as well as commitments
to make capital expenditures, software acquisition and license commit-
ments and legally binding service contracts. Purchase orders for inventory
and other services are not included in the table above. Purchase orders
represent authorizations to purchase rather than binding agreements.
For the purposes of this table, contractual obligations for the purchase of
goods or services are defined as agreements that are enforceable and
legally binding and that specify all significant terms, including: fixed or
minimum quantities to be purchased; fixed, minimum or variable price
provisions; and the approximate timing of the transaction. Our purchase
orders are based on our current inventory needs and are fulfilled by our
suppliers within short time periods. We also enter into contracts for
outsourced services; however, the obligations under these contracts are
not significant and the contracts generally contain clauses allowing for
cancellation without significant penalty.
The expected timing for payment of the obligations discussed above is
estimated based on current information. Timing of payments and actual
amounts paid with respect to some unrecorded contractual commit-
ments may be different depending on the timing of receipt of goods or
services or changes to agreed-upon amounts for some obligations.
In addition to the amounts shown in the table above, $763 million
of unrecognized tax benefits are considered uncertain tax positions and
have been recorded as liabilities. The timing of the payment, if any,
associated with these liabilities is uncertain. Refer to Note 9 in the
“Notes to Consolidated Financial Statements” for additional discussion
of unrecognized tax benefits.
Off Balance Sheet Arrangements
In addition to the unrecorded contractual obligations presented
above, we have entered into certain arrangements, as discussed below,
for which the timing of payment, if any, is unknown.
The Company has future lease commitments for land and buildings
for approximately 317 future locations. These lease commitments have
lease terms ranging from 4 to 40 years and provide for certain minimum
rentals. If executed, payments under operating leases would increase
by $49 million for fiscal 2015, based on current estimates.
In connection with certain long-term debt issuances, we could be liable
for early termination payments if certain unlikely events were to occur.
At January 31, 2014, the aggregate termination payment would have
been $74 million. The arrangement pursuant to which this payment
could be made will expire in fiscal 2019.
Market Risk
In addition to the risks inherent in our operations, we are exposed to
certain market risks, including changes in interest rates and fluctuations
in currency exchange rates.
The analysis presented below for each of our market risk sensitive
instruments is based on a hypothetical scenario used to calibrate potential
risk and does not represent our view of future market changes. The effect
of a change in a particular assumption is calculated without adjusting any
other assumption. In reality, however, a change in one factor could cause
a change in another, which may magnify or negate other sensitivities.
30 Walmart 2014 Annual Report
Walmart 2014 Annual Report 31
Management’s Discussion and Analysis of
Financial Condition and Results of Operations
Interest Rate Risk
We are exposed to changes in interest rates as a result of our short-term borrowings and long-term debt issuances. We hedge a portion of our interest
rate risk by managing the mix of fixed and variable rate debt. We also enter into interest rate swaps and for fiscal 2014, the net fair value of our derivatives
increased approximately $107 million primarily due to fluctuations in market interest rates, which helped reduce the Company’s overall exposure to
interest rate risk.
The table below provides information about our financial instruments that are sensitive to changes in interest rates. For debt obligations, the table
represents the principal cash flows and related weighted-average interest rates by expected maturity dates. For interest rate swaps, including forward
starting interest rate swaps, the table represents the contractual cash flows and weighted-average interest rates by the contractual maturity date,
unless otherwise noted. The notional amounts are used to calculate contractual cash flows to be exchanged under the contracts. The weighted-average
variable rates are based upon prevailing market rates at January 31, 2014.
(Amounts in millions)
Liabilities
Short-term borrowings:
Variable rate
Weighted-average interest rate
Long-term debt (1):
Fixed rate
Weighted-average interest rate
Variable rate
Weighted-average interest rate
Interest rate derivatives
Interest rate swaps:
Variable to fixed (2)
Weighted-average pay rate
Weighted-average receive rate
Fiscal 2015
Fiscal 2016
Fiscal 2017
Fiscal 2018
Fiscal 2019
Thereafter
Total
Expected Maturity Date
$7,670
0.1%
$3,309
2.3%
$665
4.3%
$
—
—%
$4,084
2.4%
$ 292
0.6%
$2,665
$ 292
2.7%
0.3%
0.9%
0.6%
—
—%
—%
$
—
—%
$
—
—%
$
—
—%
$
—
—%
$ 7,670
0.1%
$2,000
$1,000
$3,500
$30,223
$44,116
$
$
$
1.7%
—
—%
—
—%
—%
—
—%
—%
$
$
$
5.4%
—
—%
—
—%
—%
—
—%
—%
$
$
$
3.0%
—
—%
$
5.1%
—
—%
4.3%
$ 957
3.2%
—
—%
—%
—
—%
—%
$
$
—
—%
—%
—
—%
—%
$ 2,957
2.5%
0.3%
$ 1,000
0.3%
3.1%
Fixed to variable
Weighted-average pay rate
Weighted-average receive rate
$1,000
$
0.3%
3.1%
(1) The long-term debt amounts in the table exclude the Company’s derivatives classified as fair value hedges.
(2) Forward starting interest rate swaps have been included in the fiscal 2015 maturity category based on when the related hedged forecasted debt issuances, and corresponding
swap terminations, are expected to occur.
As of January 31, 2014, our variable rate borrowings, including the effect
of our commercial paper and interest rate swaps, represented 18% of
our total short-term and long-term debt. Based on January 31, 2014 debt
levels, a 100 basis point change in prevailing market rates would cause
our annual interest costs to change by approximately $78 million.
Foreign Currency Risk
We are exposed to fluctuations in foreign currency exchange rates as a
result of our net investments and operations in countries other than the
United States. For fiscal 2014, movements in currency exchange rates
and the related impact on the translation of the balance sheets of the
Company’s subsidiaries in Japan, Canada, Brazil and Africa were the pri-
mary cause of a $2.8 billion net loss in the currency translation and other
category of accumulated other comprehensive income (loss). We hedge
a portion of our foreign currency risk by entering into currency swaps
and designating certain foreign-currency-denominated long-term debt
as net investment hedges.
We hold currency swaps to hedge the currency exchange component
of our net investments and also to hedge the currency exchange rate
fluctuation exposure associated with the forecasted payments of princi-
pal and interest of non-U.S. denominated debt. The aggregate fair value
of these swaps was in an asset position of $550 million and $453 million
at January 31, 2014 and 2013, respectively. A hypothetical 10% increase or
decrease in the currency exchange rates underlying these swaps from
the market rate at January 31, 2014 would have resulted in a loss or gain
in the value of the swaps of $274 million. A hypothetical 10% change in
interest rates underlying these swaps from the market rates in effect at
January 31, 2014 would have resulted in a loss or gain in value of the
swaps of $7 million.
30 Walmart 2014 Annual Report
Walmart 2014 Annual Report 31
Management’s Discussion and Analysis of
Financial Condition and Results of Operations
In addition to currency swaps, we have designated foreign-currency-
denominated long-term debt as nonderivative hedges of net investments
of certain of our foreign operations. At January 31, 2014 and 2013, we had
£2.5 billion of outstanding long-term debt designated as a hedge of our
net investment in the United Kingdom. At January 31, 2014, a hypothetical
10% increase or decrease in the value of the U.S. dollar relative to the
British pound would have resulted in a gain or loss in the value of the
debt of $375 million. In addition, we had outstanding long-term debt of
¥200 billion at January 31, 2014 and ¥275 billion at January 31, 2013, that
was designated as a hedge of our net investment in Japan. At January 31,
2014, a hypothetical 10% increase or decrease in value of the U.S. dollar
relative to the Japanese yen would have resulted in a gain or loss in the
value of the debt of $177 million.
Other Matters
We discuss our existing FCPA investigation and related matters in
the Annual Report on Form 10-K for fiscal 2014, including certain risks
arising therefrom, in Part I, Item 1A of the Form 10-K under the caption
“Risk Factors” and in Note 10 to our Consolidated Financial Statements,
which is captioned “Contingencies,” under the sub-caption “FCPA
Investigation and Related Matters.” We also discuss various legal
proceedings related to the FCPA investigation in Item 3 of the Form 10-K
under the caption “Item 3. Legal Proceedings,” under the sub-caption
“II. Certain Other Proceedings.”
Under the retail method of accounting, inventory is stated at cost, which
is determined by applying a cost-to-retail ratio to each merchandise
grouping’s retail value. The FIFO cost-to-retail ratio is generally based on
the fiscal year purchase activity. The cost-to-retail ratio for measuring any
LIFO provision is based on the initial margin of the fiscal year purchase
activity less the impact of any permanent markdowns. The retail method
of accounting requires management to make certain judgments and
estimates that may significantly impact the ending inventory valuation at
cost, as well as the amount of gross profit recognized. Judgments made
include recording markdowns used to sell inventory and shrinkage. When
management determines the ability to sell inventory has diminished,
markdowns for clearance activity and the related cost impact are recorded.
Factors considered in the determination of markdowns include current
and anticipated demand, customer preferences and age of merchandise,
as well as seasonal and fashion trends. Changes in weather patterns and
customer preferences could cause material changes in the amount and
timing of markdowns from year to year.
When necessary, we record a LIFO provision for the estimated annual
effect of inflation, and these estimates are adjusted to actual results
determined at year-end. Our LIFO provision is calculated based on
inventory levels, markup rates and internally generated retail price
indices. At January 31, 2014 and 2013, our inventories valued at LIFO
approximated those inventories as if they were valued at FIFO.
Summary of Critical Accounting Estimates
Management strives to report our financial results in a clear and
understandable manner, although in some cases accounting and
disclosure rules are complex and require us to use technical terminology.
In preparing the Company’s Consolidated Financial Statements, we fol-
low accounting principles generally accepted in the United States. These
principles require us to make certain estimates and apply judgments that
affect our financial position and results of operations as reflected in our
financial statements. These judgments and estimates are based on past
events and expectations of future outcomes. Actual results may differ
from our estimates.
Management continually reviews our accounting policies, how they
are applied and how they are reported and disclosed in our financial
statements. Following is a summary of our critical accounting estimates
and how they are applied in preparation of the financial statements.
Inventories
We value inventories at the lower of cost or market as determined
primarily by the retail method of accounting, using the last-in, first-out
(“LIFO”) method for substantially all of the Walmart U.S. segment’s
merchandise inventories. The retail method of accounting results in
inventory being valued at the lower of cost or market since permanent
markdowns are currently taken as a reduction of the retail value of
inventory. The Sam’s Club segment’s merchandise is valued based on
the weighted-average cost using the LIFO method. Inventories for the
Walmart International segment are primarily valued by the retail method
of accounting and are stated using the first-in, first-out (“FIFO”) method.
We provide for estimated inventory losses, or shrinkage, between
physical inventory counts on the basis of a percentage of sales. Following
annual inventory counts, the provision is adjusted to reflect updated
historical results.
Impairment of Assets
We evaluate long-lived assets other than goodwill and assets with
indefinite lives for indicators of impairment whenever events or changes
in circumstances indicate their carrying amounts may not be recoverable.
Management’s judgments regarding the existence of impairment
indicators are based on market conditions and operational performance,
such as operating income and cash flows. The evaluation for long-lived
assets is performed at the lowest level of identifiable cash flows, which is
generally at the individual store level or, in certain markets, at the market
group level. The variability of these factors depends on a number of
conditions, including uncertainty about future events and changes in
demographics. Thus, our accounting estimates may change from period
to period. These factors could cause management to conclude that indi-
cators of impairment exist and require impairment tests be performed,
which could result in management determining the value of long-lived
assets is impaired, resulting in a write-down of the related long-lived assets.
Goodwill and other indefinite-lived acquired intangible assets are not
amortized, but are evaluated for impairment annually or whenever
events or changes in circumstances indicate that the value of a certain
asset may be impaired. Generally, this evaluation begins with a qualita-
tive assessment to determine whether a quantitative impairment test is
necessary. If we determine, after performing an assessment based on the
32 Walmart 2014 Annual Report
Walmart 2014 Annual Report 33
Management’s Discussion and Analysis of
Financial Condition and Results of Operations
qualitative factors, that the fair value of the reporting unit is more likely
than not less than the carrying amount, or that a fair value of the reporting
unit substantially in excess of the carrying amount cannot be assured,
then a quantitative impairment test would be performed. The quantitative
test for impairment requires management to make judgments relating
to future cash flows, growth rates and economic and market conditions.
These evaluations are based on determining the fair value of a reporting
unit or asset using a valuation method such as discounted cash flow or
a relative, market-based approach. Historically, our reporting units have
generated sufficient returns to recover the cost of goodwill and other
indefinite-lived acquired intangible assets. Because of the nature of the
factors used in these tests, if different conditions occur in future periods,
future operating results could be materially impacted.
Income Taxes
Income taxes have a significant effect on our net earnings. We are
subject to income taxes in the U.S. and numerous foreign jurisdictions.
Accordingly, the determination of our provision for income taxes requires
significant judgment, the use of estimates and the interpretation and
application of complex tax laws. Our effective income tax rate is affected
by many factors, including changes in our assessment of certain tax
contingencies, increases and decreases in valuation allowances, changes in
tax law, outcomes of administrative audits, the impact of discrete items
and the mix of earnings among our U.S. and international operations
where the statutory rates are generally lower than the U.S. statutory rate,
and may fluctuate as a result.
Our tax returns are routinely audited and settlements of issues raised
in these audits sometimes affect our tax provisions. The benefits of
uncertain tax positions are recorded in our financial statements only
after determining a more likely than not probability that the uncertain
tax positions will withstand challenge, if any, from taxing authorities.
When facts and circumstances change, we reassess these probabilities
and record any changes in the financial statements as appropriate.
We account for uncertain tax positions by determining the minimum
recognition threshold that a tax position is required to meet before
being recognized in the financial statements. This determination requires
the use of significant judgment in evaluating our tax positions and
assessing the timing and amounts of deductible and taxable items.
Deferred tax assets represent amounts available to reduce income taxes
payable on taxable income in future years. Such assets arise because
of temporary differences between the financial reporting and tax bases
of assets and liabilities, as well as from net operating loss and tax credit
carryforwards. Deferred tax assets are evaluated for future realization
and reduced by a valuation allowance to the extent that a portion is not
more likely than not to be realized. Many factors are considered when
assessing whether it is more likely than not that the deferred tax assets
will be realized, including recent cumulative earnings, expectations of
future taxable income, carryforward periods and other relevant quantita-
tive and qualitative factors. The recoverability of the deferred tax assets is
evaluated by assessing the adequacy of future expected taxable income
from all sources, including reversal of taxable temporary differences,
forecasted operating earnings and available tax planning strategies.
This evaluation relies heavily on estimates.
Forward-Looking Statements
This Annual Report contains statements that Walmart believes are
“forward-looking statements” within the meaning of the Private Securities
Litigation Reform Act of 1995, as amended. Those statements are
intended to enjoy the protection of the safe harbor for forward-looking
statements provided by that Act. Those forward-looking statements
include statements in Management’s Discussion and Analysis of Financial
Condition and Results of Operations: under the caption “Overview” with
respect to the volatility of currency exchange rates possibly affecting
the results, including net sales and operating income, of Walmart and
its Walmart International segment in the future; under the captions
“Company Performance Metrics” and “Company Performance Metrics –
Leverage – Operating Income” with respect to Walmart’s objectives of
growing net sales at a faster rate than operating expenses and growing
operating income at a faster rate than net sales and that strategic growth
investments may cause Walmart’s operating expenses to grow at a faster
rate than net sales and resulting in Walmart’s operating income growing at
a slower rate than net sales; under the caption “Results of Operations –
Consolidated Results of Operations” regarding the possible fluctuation of
our effective tax rate over future periods; under the caption “Results of
Operations – Sam’s Club Segment” with respect to the volatility of fuel
prices possibly continuing to affect the operating results of Walmart’s
Sam’s Club segment in the future; under the caption “Liquidity and
Capital Resources – Cash Flows Provided by Operating Activities – Cash
Equivalents and Working Capital,” as well as in Note 1 to our Consolidated
Financial Statements, regarding our ability to meet our liquidity needs
through sources other than the cash we hold outside of the United
States, our intention to permanently reinvest cash held outside of the
United States, and our ability to repatriate cash held outside of the
United States; under the caption “Liquidity and Capital Resources – Cash
Flows Used in Investing Activities – Global Expansion Activities” and also in
the letter of Walmart’s President and CEO to our shareholders, associates
and customers contained in this Annual Report (the “CEO Letter”) with
respect to Walmart’s fiscal 2015 global expansion plans, including a
significant increase in the number of Neighborhood Markets and other
small format stores, growing our retail square feet and expanding our
e-commerce capabilities and our plans to finance that expansion primarily
through cash flows and future debt financings, with respect to Walmart’s
estimated range of capital expenditures (including e-commerce capital
expenditures) in fiscal 2015 for the Walmart U.S. segment, the Walmart
International segment, the Sam’s Club segment, in the “other unallocated”
category and in total, with respect to the estimated/projected growth
in retail square feet in total and by reportable segment in fiscal 2015;
under the caption “Liquidity and Capital Resources – Cash Flows Used in
Investing Activities – Pending Transactions” regarding the expectation that
the Company will record a net gain on the sale of the Vips restaurant
operations by Walmex; under the caption “Liquidity and Capital
Resources – Cash Flows Used in Financing Activities – Dividends,” as well
as in Note 15 to our Consolidated Financial Statements and elsewhere
in this Annual Report under the caption “Dividends payable per share,”
regarding the payment of the dividend on our shares of common stock
in fiscal 2015, the expected payment of certain installments of the divi-
dend on our shares of common stock on certain dates in fiscal 2015 and
the expected total amount of the dividend per share to be paid in fiscal
32 Walmart 2014 Annual Report
Walmart 2014 Annual Report 33
Management’s Discussion and Analysis of
Financial Condition and Results of Operations
2015; under the caption “Liquidity and Capital Resources – Transactions
with Noncontrolling Interest Holders” with respect to certain transactions
having an impact on Walmart’s cash flows from financing activities
in the future; under the caption “Liquidity and Capital Resources –
Capital Resources” with respect to Walmart’s cash flows from continuing
operations, current cash position and access to debt and capital markets
continuing to be sufficient to meet operating cash needs, including for
seasonal build-ups in inventories, completing capital expenditures and
funding dividend payments and shares repurchases, the factors that
influence Walmart’s credit ratings, any downgrade of Walmart’s credit
ratings potentially increasing future borrowing costs and impairing
Walmart’s ability to access capital and credit markets on terms acceptable
to Walmart and downgrades in Walmart’s current short-term credit ratings
impairing its ability to access the commercial paper markets with the
same flexibility as Walmart has experienced historically, potentially
requiring Walmart to rely more heavily on more expensive types of debt
financing; and under the caption “Liquidity and Capital Resources –
Off Balance Sheet Arrangements” with respect to the amount of increases
in payments under operating leases if certain leases are executed.
These forward-looking statements also include statements in: Note 3
to our Consolidated Financial Statements regarding the weighted-
average periods over which certain compensation cost is expected to be
recognized; Note 8 to our Consolidated Financial Statements regarding
the portion of any net investment and cash flow instruments of the
Company that is ineffective as a hedge being insignificant and the
amounts related to the our derivatives expected to be reclassified from
accumulated other comprehensive income (loss) to net income during
the next 12 months being insignificant; Note 9 to our Consolidated
Financial Statements regarding the realization of certain net deferred tax
assets, the possibility that tax audit resolutions over the twelve months
ending January 31, 2015, could reduce unrecognized tax benefits by an
amount within a certain range or beyond that range and the reasons for
that reduction, the expectation that any change will not have a significant
impact on the Company’s Consolidated Financial Statements and the
possibility that the resolution of a group of related matters might result
in a material liability to Walmart; Note 10 to our Consolidated Financial
Statements regarding an adverse decision in, or settlement of, certain
litigation to which Walmart is a party possibly resulting in material liability
to Walmart and respecting management’s expectations that the certain
matters relating to an FCPA investigation will not have a material adverse
effect on its business; and Note 11 to our Consolidated Financial
Statements regarding the amount of the increase in payments under
operating leases if certain leases for real property were executed. The
CEO’s Letter also includes forward looking statements regarding Walmart
continuing to invest in training and development of its associates and
increasing investment in e-commerce as e-commerce opportunities
present themselves. The section of this Annual Report captioned
“Walmart U.S.” includes forward-looking statements regarding man-
agement’s expectation for the Walmart U.S. segment to purchase an
additional $250 billion of merchandise from U.S. manufacturers over the
next 10 years and to continue to grow its supercenter fleet and for the
Walmart U.S. segment to open new Neighborhood Markets and Walmart
Express units within a certain range and to add retail square feet within a
certain range and to open a number of new units within a certain range
in fiscal 2015. The section of this Annual Report captioned “Walmart
International” contains forward-looking statements regarding the
Walmart International segment continuing to be a growth vehicle for
Walmart and having a goal of funding price investment by being the
lowest cost operator in every market. The section of this Annual Report
captioned “Sam’s Club” includes forward-looking statements that relates
to management’s expectation for the Sam’s Club segment opening a
certain number of new clubs and launching new membership enhance-
ments in fiscal 2015. The forward-looking statements described above
are identified by the use in such statements of one or more of the words
or phrases “aim,” “anticipate,” “anticipated,” “could be,” “could impair,”
”could increase,” ”could potentially be,” “could reduce,” “estimated,”
“expansion,” “expect,” “goal,” “grow,” “intend,” “is expected,” “may cause,”
”may continue,” “may fluctuate,” “may impact,” “may not be,” “may result,”
“objective,” “objectives,” “plan,” “plans,” “projected,” “should continue,”
”will be,” “will be met,” ”will be paid,” “will continue,” ”will depend,” “will have,”
“will impact,” ”will increase,” “would be,” and “would increase,” and other
similar words or phrases. Similarly, descriptions of our objectives, strategies,
plans, goals or targets are also forward-looking statements. These statements
discuss, among other things, expected growth, future revenues, future
cash flows, future capital expenditures, future performance, future initiatives
and the anticipation and expectations of Walmart and its management
as to future occurrences and trends.
The forward-looking statements included in this Annual Report and
that we make elsewhere are subject to certain factors, in the United States
and internationally, that could materially affect our financial performance,
our results of operations, including our sales, earnings per share or com-
parable store sales or comparable club sales and our effective income
tax rate for any period and our business operations, business strategy,
plans, goals or objectives. These factors include, but are not limited to:
general economic conditions, including changes in the economy of the
United States or other specific markets in which we operate, economic
instability, changes in the monetary policies of the United States, the
Board of Governors of the Federal Reserve System, other governments or
central banks, economic crises and disruptions in the financial markets,
including as a result of sovereign debt crises, governmental budget
deficits, unemployment and partial employment levels, employment
conditions within our markets, credit availability to consumers and busi-
nesses, levels of consumer disposable income, consumer confidence,
consumer credit availability, consumer spending patterns, consumer
debt levels, consumer preferences, including consumer demand for the
merchandise we offer for sale, consumer acceptance of our e-commerce
websites and merchandise offerings on those websites, inflation, defla-
tion, commodity prices, the cost of the goods we sell, competitive
pressures, unanticipated expenses and needs for capital expenditures
that affect our cash flows, the seasonality of our business, seasonal
buying patterns in the United States and our other markets, anticipated
store or club closures, labor costs, transportation costs, the cost of diesel
34 Walmart 2014 Annual Report
Walmart 2014 Annual Report 35
Management’s Discussion and Analysis of
Financial Condition and Results of Operations
The foregoing list of factors that may affect our business operations and
financial performance is not exclusive. Other factors and unanticipated
events could adversely affect our business operations and financial
performance. We discuss certain of these matters more fully, as well as
certain risk factors that may affect our business operations, financial
condition, results of operations and liquidity in other of our filings with
the Securities and Exchange Commission (the “SEC”), including our
Annual Report on Form 10-K under the heading “Item 1A. Risk Factors.”
We filed our Annual Report on Form 10-K for the fiscal year ended
January 31, 2014, with the SEC on March 21, 2014. The forward-looking
statements described above are made based on knowledge of our
business and the environment in which we operate and assumptions
that we believe to be reasonable at the time such forward-looking
statements are made. However, because of the factors described and
listed above, as well as other factors, or as a result of changes in facts,
assumptions not being realized or other circumstances, actual results
may materially differ from anticipated results described or implied in
these forward-looking statements. We cannot assure the reader that the
results or developments expected or anticipated by us will be realized
or, even if substantially realized, that those results or developments will
result in the expected consequences for us or affect us, our business or
our operations in the way we expect. You are urged to consider all of
these risks, uncertainties and other factors carefully in evaluating the
forward-looking statements and not to place undue reliance on such
forward-looking statements. The forward-looking statements included
in this Annual Report speak only as of the date of this report, and we
undertake no obligation to update these forward-looking statements to
reflect subsequent events or circumstances, except as may be required
by applicable law.
fuel, gasoline, natural gas and electricity, the selling prices of fuel, the cost
of healthcare and other benefits, accident costs, our casualty and other
insurance costs, information security costs, the cost of construction
materials, availability and the cost of acceptable building sites for new
stores, clubs and other units, availability of qualified labor pools in the
specific markets in which we operate, including the availability of persons
with the skills and abilities necessary to meet Walmart’s needs for
managing and staffing its new units and conducting their operations,
real estate, zoning, land use and other laws, ordinances, legal restrictions
and initiatives that may prevent Walmart from building, or that impose
limitations on Walmart’s ability to build, new units in certain locations
or relocate or expand existing units, availability of necessary utilities for
new units; availability of skilled labor and labor, material and other
construction costs in areas in which new or relocated units are proposed
to be constructed or existing units are proposed to be expanded or
remodeled, competitive pressures and the initiatives of our competitors,
accident-related costs, weather conditions patterns and events, climate
change, catastrophic events and natural disasters, as well as storm and
other damage to our stores, clubs, distribution centers and other facilities
and store closings and other limitations on our customers’ access to our
stores and clubs resulting from such events and disasters, disruption in
the availability of our online shopping sites on the internet, cyberattacks
on our information systems, disruption in our supply chain, including
availability and transport of goods from domestic and foreign suppliers,
trade restrictions, changes in tariff and freight rates, adoption of or
changes in tax, labor and other laws and regulations that affect our
business, including changes in corporate and personal tax rates and the
imposition of new taxes and surcharges, costs of compliance with laws and
regulations, the mix of our earnings from our United States and foreign
operations, changes in our assessment of certain tax contingencies,
increases or decreases in valuation allowances, outcome of administrative
audits, the impact of discrete items on our effective tax rate, the resolution
of other tax matters, developments in and the outcome of legal and
regulatory proceedings to which we are a party or are subject and the
expenses associated therewith, the requirements for expenditures in
connection with the FCPA-related matters, including enhancements to
Walmart’s compliance program and ongoing investigations, changes in
the rating of any of our indebtedness; currency exchange rate fluctuations
and volatility, fluctuations in market rates of interest, and other conditions
and events affecting domestic and global financial and capital markets,
public health emergencies, economic and geo-political conditions and
events, including civil unrest and disturbances and terrorist attacks,
unanticipated changes in generally accepted accounting principles or in
the interpretations or applicability thereof, unanticipated changes in
accounting estimates and judgments, and unanticipated restructurings
and the related expenses. Moreover, we typically earn a disproportionate
part of our annual operating income in the fourth quarter as a result
of the seasonal buying patterns. Those buying patterns are difficult to
forecast with certainty.
34 Walmart 2014 Annual Report
Walmart 2014 Annual Report 35
Consolidated Statements of Income
(Amounts in millions, except per share data)
Revenues:
Net sales
Membership and other income
Total revenues
Costs and expenses:
Cost of sales
Operating, selling, general and administrative expenses
Operating income
Interest:
Debt
Capital leases
Interest income
Interest, net
Income from continuing operations before income taxes
Provision for income taxes:
Current
Deferred
Total provision for income taxes
Income from continuing operations
Income (loss) from discontinued operations, net of income taxes
Consolidated net income
Less consolidated net income attributable to noncontrolling interest
Consolidated net income attributable to Walmart
Basic net income per common share:
Fiscal Years Ended January 31,
2014
2013
2012
$473,076
3,218
$465,604
3,047
476,294
468,651
358,069
91,353
26,872
352,297
88,629
27,725
2,072
263
(119)
2,216
1,977
272
(186)
2,063
$443,416
3,093
446,509
334,993
85,025
26,491
2,034
286
(161)
2,159
24,656
25,662
24,332
8,619
(514)
8,105
16,551
144
16,695
(673)
7,976
(18)
7,958
17,704
52
17,756
(757)
6,722
1,202
7,924
16,408
(21)
16,387
(688)
$ 16,022
$ 16,999
$ 15,699
Basic income per common share from continuing operations attributable to Walmart
Basic income (loss) per common share from discontinued operations attributable to Walmart
$ 4.87
0.03
$ 5.03
0.01
$ 4.55
(0.01)
Basic net income per common share attributable to Walmart
$ 4.90
$ 5.04
$ 4.54
Diluted net income per common share:
Diluted income per common share from continuing operations attributable to Walmart
Diluted income (loss) per common share from discontinued operations attributable to Walmart
Diluted net income per common share attributable to Walmart
Weighted-average common shares outstanding:
Basic
Diluted
Dividends declared per common share
See accompanying notes.
Consolidated Statements of Comprehensive Income
(Amounts in millions)
Consolidated net income
Less consolidated net income attributable to nonredeemable noncontrolling interest
Less consolidated net income attributable to redeemable noncontrolling interest
Consolidated net income attributable to Walmart
Other comprehensive income (loss), net of income taxes
Currency translation and other
Derivative instruments
Minimum pension liability
Other comprehensive income (loss), net of income taxes
Less other comprehensive income (loss) attributable to nonredeemable noncontrolling interest
Less other comprehensive income (loss) attributable to redeemable noncontrolling interest
Other comprehensive income (loss) attributable to Walmart
Comprehensive income, net of income taxes
Less comprehensive income (loss) attributable to nonredeemable noncontrolling interest
Less comprehensive income (loss) attributable to redeemable noncontrolling interest
$ 4.85
0.03
$ 5.01
0.01
$ 4.53
(0.01)
$ 4.88
$ 5.02
$ 4.52
3,269
3,283
3,374
3,389
3,460
3,474
$ 1.88
$ 1.59
$ 1.46
Fiscal Years Ended January 31,
2014
$16,695
(606)
(67)
16,022
(3,146)
207
153
(2,786)
311
66
(2,409)
13,909
(295)
(1)
2013
$17,756
(684)
(73)
16,999
1,042
136
(166)
1,012
(138)
(51)
823
18,768
(822)
(124)
2012
$16,387
(627)
(61)
15,699
(2,758)
(67)
43
(2,782)
660
66
(2,056)
13,605
33
5
Comprehensive income attributable to Walmart
$13,613
$17,822
$13,643
See accompanying notes.
36 Walmart 2014 Annual Report
36 Walmart 2014 Annual Report
Walmart 2014 Annual Report 37
Walmart 2014 Annual Report 37
(Amounts in millions)
ASSETS
Current assets:
Cash and cash equivalents
Receivables, net
Inventories
Prepaid expenses and other
Current assets of discontinued operations
Total current assets
Property and equipment:
Property and equipment
Less accumulated depreciation
Property and equipment, net
Property under capital leases:
Property under capital leases
Less accumulated amortization
Property under capital leases, net
Goodwill
Other assets and deferred charges
Total assets
LIABILITIES, REDEEMABLE NONCONTROLLING INTEREST AND EQUITY
Current liabilities:
Short-term borrowings
Accounts payable
Accrued liabilities
Accrued income taxes
Long-term debt due within one year
Obligations under capital leases due within one year
Current liabilities of discontinued operations
Total current liabilities
Long-term debt
Long-term obligations under capital leases
Deferred income taxes and other
Redeemable noncontrolling interest
Commitments and contingencies
Equity:
Common stock
Capital in excess of par value
Retained earnings
Accumulated other comprehensive income (loss)
Total Walmart shareholders’ equity
Nonredeemable noncontrolling interest
Total equity
Consolidated Balance Sheets
As of January 31,
2014
2013
$ 7,281
6,677
44,858
1,909
460
$ 7,781
6,768
43,803
1,551
37
61,185
59,940
173,089
(57,725)
165,825
(51,896)
115,364
113,929
5,589
(3,046)
2,543
19,510
6,149
5,899
(3,147)
2,752
20,497
5,987
$204,751
$203,105
$ 7,670
37,415
18,793
966
4,103
309
89
69,345
41,771
2,788
8,017
1,491
$ 6,805
38,080
18,808
2,211
5,587
327
—
71,818
38,394
3,023
7,613
519
323
2,362
76,566
(2,996)
76,255
5,084
81,339
332
3,620
72,978
(587)
76,343
5,395
81,738
Total liabilities, redeemable noncontrolling interest and equity
$204,751
$203,105
See accompanying notes.
36 Walmart 2014 Annual Report
36 Walmart 2014 Annual Report
Walmart 2014 Annual Report 37
Walmart 2014 Annual Report 37
Consolidated Statements of Shareholders’ Equity
(Amounts in millions)
Balances as of February 1, 2011
Consolidated net income
Other comprehensive loss,
net of income taxes
Cash dividends declared
($1.46 per share)
Purchase of Company stock
Nonredeemable noncontrolling
interest of acquired entity
Other
Balances as of January 31, 2012
Consolidated net income
Other comprehensive income,
net of income taxes
Cash dividends declared
($1.59 per share)
Purchase of Company stock
Nonredeemable noncontrolling
interest of acquired entity
Other
Balances as of January 31, 2013
Consolidated net income
Other comprehensive loss,
net of income taxes
Cash dividends declared
($1.88 per share)
Purchase of Company stock
Redemption value adjustment
of redeemable
noncontrolling interest
Other
Common Stock
Shares
Amount
Capital in
Excess of
Par Value
Accumulated
Other
Total
Walmart
Retained
Earnings
Comprehensive Shareholders’
Income (Loss)
Equity
Nonredeemable
Noncontrolling
Interest
Redeemable
Noncontrolling
Interest
Total
Equity
3,516
—
$352 $ 3,577
—
—
$63,967
15,699
$
646
—
$68,542
15,699
$2,705
627
$71,247
16,326
$ 408
61
—
—
—
—
(2,056)
(2,056)
(660)
(2,716)
(66)
—
(113)
—
15
3,418
—
—
(11)
—
(229)
(5,048)
(5,930)
—
1
342
—
—
344
3,692
—
—
3
68,691
16,999
—
—
—
—
(1,410)
—
(5,048)
(6,170)
—
348
71,315
16,999
—
—
—
—
823
823
—
(115)
—
(11)
—
(357)
(5,361)
(7,341)
—
11
3,314
—
—
1
332
—
—
285
3,620
—
—
(10)
72,978
16,022
—
—
—
—
(5,361)
(7,709)
—
276
(587)
—
76,343
16,022
—
—
1,988
(214)
4,446
684
138
—
—
469
(342)
5,395
595
(5,048)
(6,170)
1,988
134
75,761
17,683
961
(5,361)
(7,709)
469
(66)
—
—
—
1
404
73
51
—
—
—
(9)
81,738
16,617
519
78
—
—
(2,409)
(2,409)
(311)
(2,720)
(66)
—
—
(87)
—
6
—
—
(9)
—
(294)
(6,139)
(6,254)
—
—
(1,019)
55
—
(41)
—
—
—
—
(6,139)
(6,557)
—
—
(6,139)
(6,557)
—
—
(1,019)
14
—
(595)
(1,019)
(581)
1,019
(59)
Balances as of January 31, 2014
3,233
$323 $ 2,362
$76,566
$(2,996)
$76,255
$5,084
$81,339 $1,491
See accompanying notes.
38 Walmart 2014 Annual Report
38 Walmart 2014 Annual Report
Walmart 2014 Annual Report 39
Walmart 2014 Annual Report 39
147046_L01_FIN.indd 38
4/10/14 3:15 PM
Consolidated Statements of Cash Flows
(Amounts in millions)
Cash flows from operating activities:
Consolidated net income
Income (loss) from discontinued operations, net of income taxes
Income from continuing operations
Adjustments to reconcile income from continuing operations to net cash
provided by operating activities:
Depreciation and amortization
Deferred income taxes
Other operating activities
Changes in certain assets and liabilities, net of effects of acquisitions:
Receivables, net
Inventories
Accounts payable
Accrued liabilities
Accrued income taxes
Fiscal Years Ended January 31,
2014
2013
2012
$ 16,695
(144)
$ 17,756
(52)
$ 16,387
21
16,551
17,704
16,408
8,870
(279)
938
(566)
(1,667)
531
103
(1,224)
8,478
(133)
602
(614)
(2,759)
1,061
271
981
8,106
1,050
468
(796)
(3,727)
2,687
(935)
994
Net cash provided by operating activities
23,257
25,591
24,255
Cash flows from investing activities:
Payments for property and equipment
Proceeds from the disposal of property and equipment
Investments and business acquisitions, net of cash acquired
Other investing activities
Net cash used in investing activities
Cash flows from financing activities:
Net change in short-term borrowings
Proceeds from issuance of long-term debt
Payments of long-term debt
Dividends paid
Dividends paid to and stock purchases of noncontrolling interest
Purchase of Company stock
Other financing activities
Net cash used in financing activities
Effect of exchange rates on cash and cash equivalents
Net increase (decrease) in cash and cash equivalents
Cash and cash equivalents at beginning of year
Cash and cash equivalents at end of year
Supplemental disclosure of cash flow information:
Income taxes paid
Interest paid
See accompanying notes.
(13,115)
727
(15)
105
(12,298)
911
7,072
(4,968)
(6,139)
(722)
(6,683)
(488)
(12,898)
532
(316)
71
(12,611)
2,754
211
(1,478)
(5,361)
(414)
(7,600)
(84)
(11,017)
(11,972)
(442)
(500)
7,781
223
1,231
6,550
(13,510)
580
(3,548)
(131)
(16,609)
3,019
5,050
(4,584)
(5,048)
(526)
(6,298)
(71)
(8,458)
(33)
(845)
7,395
$ 7,281
$ 7,781
$ 6,550
$ 8,641
2,362
$ 7,304
2,262
$ 5,899
2,346
38 Walmart 2014 Annual Report
38 Walmart 2014 Annual Report
Walmart 2014 Annual Report 39
Walmart 2014 Annual Report 39
Notes to Consolidated Financial Statements
1 Summary of Significant Accounting Policies
General
Wal-Mart Stores, Inc. (“Walmart” or the “Company”) operates retail stores
in various formats under 71 banners around the world, aggregated into
three reportable segments: Walmart U.S., Walmart International and
Sam’s Club. Walmart is committed to saving people money so they can
live better. Walmart earns the trust of its customers every day by providing
a broad assortment of quality merchandise and services at everyday low
prices (“EDLP”), while fostering a culture that rewards and embraces mutual
respect, integrity and diversity. EDLP is the Company’s pricing philoso-
phy under which it prices items at a low price every day so its customers
trust that its prices will not change under frequent promotional activity.
Principles of Consolidation
The Consolidated Financial Statements include the accounts of Walmart
and its subsidiaries as of and for the fiscal years ended January 31, 2014
(“fiscal 2014”), January 31, 2013 (“fiscal 2013”) and January 31, 2012 (“fiscal
2012”). All material intercompany accounts and transactions have been
eliminated in consolidation. Investments in unconsolidated affiliates,
which are 50% or less owned and do not otherwise meet consolidation
requirements, are accounted for primarily using the equity method.
These investments are immaterial to the Company’s Consolidated
Financial Statements.
The Company’s Consolidated Financial Statements are based on a fiscal
year ending on January 31 for the United States (“U.S.”) and Canadian
operations. The Company consolidates all other operations generally
using a one-month lag and based on a calendar year. There were no
significant intervening events during January 2014 that materially
affected the Consolidated Financial Statements.
In fiscal 2014, the Company corrected certain amounts pertaining to
previous fiscal years as management determined they were not material,
individually or in the aggregate, to any of the periods presented in the
Company’s Consolidated Financial Statements.
Use of Estimates
The Consolidated Financial Statements have been prepared in conformity
with U.S. generally accepted accounting principles. Those principles
require management to make estimates and assumptions that affect the
reported amounts of assets and liabilities. Management’s estimates and
assumptions also affect the disclosure of contingent assets and liabilities
at the date of the financial statements and the reported amounts of
revenues and expenses during the reporting period. Actual results may
differ from those estimates.
Cash and Cash Equivalents
The Company considers investments with a maturity when purchased
of three months or less to be cash equivalents. All credit card, debit card
and electronic benefits transfer transactions that process in less than
seven days are classified as cash and cash equivalents. The amounts due
from banks for these transactions classified as cash and cash equivalents
totaled $1.6 billion and $1.3 billion at January 31, 2014 and 2013, respec-
tively. In addition, cash and cash equivalents included restricted cash of
$654 million and $715 million at January 31, 2014 and 2013, respectively,
which was primarily related to cash collateral holdings from various
counterparties, as required by certain derivative and trust agreements.
The Company’s cash balances are held in various locations around
the world. Of the Company’s $7.3 billion and $7.8 billion of cash and
cash equivalents at January 31, 2014 and 2013, respectively, $5.8 billion and
$5.2 billion, respectively, were held outside of the U.S. and were generally
utilized to support liquidity needs in the Company’s non-U.S. operations.
The Company employs financing strategies (e.g., global funding structures)
in an effort to ensure that cash can be made available in the country in
which it is needed with the minimum cost possible. Management does
not believe it will be necessary to repatriate cash and cash equivalents
held outside of the U.S. and anticipates its domestic liquidity needs will
be met through other funding sources (ongoing cash flows generated
from operations, external borrowings or both). Accordingly, management
intends, with only certain exceptions, to continue to indefinitely reinvest
the Company’s cash and cash equivalents held outside of the U.S. in its
foreign operations. When the income earned (either from operations or
through global funding structures) and indefinitely reinvested outside of
the U.S. is taxed at local country tax rates, which are generally lower than
the U.S. statutory rate, the Company realizes an effective tax rate benefit.
If the Company’s intentions with respect to reinvestment were to change,
most of the amounts held within the Company’s foreign operations could
be repatriated to the U.S., although any repatriation under current U.S. tax
laws would be subject to U.S. federal income taxes, less applicable foreign
tax credits. As of January 31, 2014 and 2013, cash and cash equivalents of
approximately $1.9 billion may not be freely transferable to the U.S. due
to local laws or other restrictions. Management does not expect local laws,
other limitations or potential taxes on anticipated future repatriations of
cash amounts held outside of the U.S. to have a material effect on the
Company’s overall liquidity, financial condition or results of operations.
Receivables
Receivables are stated at their carrying values, net of a reserve for
doubtful accounts. Receivables consist primarily of amounts due from:
• insurance companies resulting from pharmacy sales;
• banks for customer credit and debit cards and electronic bank transfers
that take in excess of seven days to process;
• consumer financing programs in certain international operations;
• suppliers for marketing or incentive programs; and
• real estate transactions.
The Walmart International segment offers a limited number of consumer
credit products, primarily through its financial institutions in select
countries. The receivable balance from consumer credit products was
$1.3 billion, net of a reserve for doubtful accounts of $119 million at
January 31, 2014, compared to a receivable balance of $1.2 billion, net
of a reserve for doubtful accounts of $115 million at January 31, 2013.
These balances are included in receivables, net, in the Company’s
Consolidated Balance Sheets.
Inventories
The Company values inventories at the lower of cost or market as
determined primarily by the retail method of accounting, using the
last-in, first-out (“LIFO”) method for substantially all of the Walmart U.S.
segment’s inventories. The Walmart International segment’s inventories
are primarily valued by the retail method of accounting, using the first-in,
first-out (“FIFO”) method. The retail method of accounting results in
inventory being valued at the lower of cost or market since permanent
markdowns are immediately recorded as a reduction of the retail value
of inventory. The Sam’s Club segment’s inventories are valued based on
the weighted-average cost using the LIFO method. At January 31, 2014
40 Walmart 2014 Annual Report
Walmart 2014 Annual Report 41
Notes to Consolidated Financial Statements
Goodwill is evaluated for impairment using either a qualitative or
quantitative approach for each of the Company’s reporting units.
Generally, a qualitative assessment is first performed to determine
whether a quantitative goodwill impairment test is necessary. If man-
agement determines, after performing an assessment based on the
qualitative factors, that the fair value of the reporting unit is more likely
than not less than the carrying amount, or that a fair value of the reporting
unit substantially in excess of the carrying amount cannot be assured,
then a quantitative goodwill impairment test would be required. The
quantitative test for goodwill impairment is performed by determining the
fair value of the related reporting units. Fair value is measured based on
the discounted cash flow method and relative market-based approaches.
For the reporting units that were tested using only the qualitative
assessment, management determined that the fair value of each
reporting unit is more likely than not greater than the carrying amount
and, as a result, quantitative analyses were not required. For the reporting
units tested using a quantitative impairment test, management deter-
mined the fair value of each reporting unit is greater than the carrying
amount. Accordingly, the Company has not recorded any impairment
charges related to goodwill.
The following table reflects goodwill activity, by reportable segment,
for fiscal 2014 and 2013:
(Amounts in millions)
Walmart U.S.
International Sam’s Club
Total
Walmart
Balances as of
February 1, 2012
Changes in currency
$439
$19,899
$313
$20,651
translation and other —
(65)
—
(65)
Purchase accounting
adjustments for
prior fiscal year
acquisitions (1)
Acquisitions (2)
Balances as of
January 31, 2013
Changes in currency
4
—
(532)
439
—
—
(528)
439
443
19,741
313
20,497
translation and other —
8
Acquisitions (2)
(1,000)
5
—
—
(1,000)
13
Balances as of
January 31, 2014
$451
$18,746
$313
$19,510
(1) Fiscal 2013 purchase accounting adjustments primarily relate to the finalization of
the purchase price allocation for the fiscal 2012 acquisition of Massmart.
(2) Goodwill recorded for fiscal 2014 and 2013 acquisitions relates to several acquisitions
that are not significant, individually or in the aggregate, to the Company’s Consolidated
Financial Statements.
and January 31, 2013, the Company’s inventories valued at LIFO
approximate those inventories as if they were valued at FIFO.
Property and Equipment
Property and equipment are stated at cost. Gains or losses on disposition
are recognized as earned or incurred. Costs of major improvements are
capitalized, while costs of normal repairs and maintenance are charged
to expense as incurred. The following table summarizes the Company’s
property and equipment balances and includes the estimated useful lives
that are generally used to depreciate the assets on a straight-line basis:
(Amounts in millions)
Land
Buildings and improvements
Fixtures and equipment
Transportation equipment
Construction in progress
Property and equipment
Accumulated depreciation
Estimated
Useful Lives
Fiscal Years Ended
January 31,
2014
2013
N/A
3-40 years
3-25 years
3-15 years
N/A
$ 26,184 $ 25,612
90,686
40,903
2,796
5,828
95,488
42,971
2,785
5,661
$173,089 $165,825
(51,896)
(57,725)
Property and equipment, net
$115,364 $113,929
Leasehold improvements are depreciated over the shorter of the
estimated useful life of the asset or the remaining expected lease term.
Depreciation expense for property and equipment, including amor-
tization of property under capital leases, for fiscal 2014, 2013 and 2012
was $8.8 billion, $8.4 billion and $8.1 billion, respectively. Interest costs
capitalized on construction projects were $78 million, $74 million and
$60 million in fiscal 2014, 2013 and 2012, respectively.
Long-Lived Assets
Long-lived assets are stated at cost. Management reviews long-lived
assets for indicators of impairment whenever events or changes in cir-
cumstances indicate that the carrying amount may not be recoverable.
The evaluation is performed at the lowest level of identifiable cash flows,
which is at the individual store or club level or, in certain circumstances,
a market group of stores. Undiscounted cash flows expected to be
generated by the related assets are estimated over the assets’ useful lives
based on updated projections. If the evaluation indicates that the
carrying amount of the assets may not be recoverable, any potential
impairment is measured based upon the fair value of the related asset
or asset group as determined by an appropriate market appraisal or
other valuation technique. Impairment charges of long-lived assets
for fiscal 2014, 2013 and 2012 were not significant.
Goodwill and Other Acquired Intangible Assets
Goodwill represents the excess of the purchase price over the fair value
of net assets acquired in business combinations and is allocated to the
appropriate reporting unit when acquired. Other acquired intangible
assets are stated at the fair value acquired as determined by a valuation
technique commensurate with the intended use of the related asset.
Goodwill and indefinite-lived intangible assets are not amortized; rather,
they are evaluated for impairment annually and whenever events or
changes in circumstances indicate that the value of the asset may be
impaired. Definite-lived intangible assets are considered long-lived
assets and are amortized on a straight-line basis over the periods that
expected economic benefits will be provided.
40 Walmart 2014 Annual Report
Walmart 2014 Annual Report 41
Notes to Consolidated Financial Statements
Indefinite-lived intangible assets are included in other assets and
deferred charges in the Company’s Consolidated Balance Sheets. These
assets are evaluated for impairment based on their fair values using valu-
ation techniques which are updated annually based on the most recent
variables and assumptions. There were no impairment charges related to
indefinite-lived intangible assets recorded for fiscal 2014, 2013 and 2012.
Self-Insurance Reserves
The Company uses a combination of insurance, self-insured retention
and self-insurance for a number of risks, including, but not limited to,
workers’ compensation, general liability, vehicle liability, property and
the Company’s obligation for employee-related health care benefits.
Liabilities relating to these claims associated with these risks are esti-
mated by considering historical claims experience, frequency, severity,
demographic factors and other actuarial assumptions, including
incurred but not reported claims. In estimating its liability for such claims,
the Company periodically analyzes its historical trends, including loss
development, and applies appropriate loss development factors to the
incurred costs associated with the claims. The Company also maintains
stop-loss insurance coverage for workers’ compensation and general
liability of $5 million and $15 million, respectively, per occurrence, to limit
exposure to certain risks.
Income Taxes
Income taxes are accounted for under the balance sheet method.
Deferred tax assets and liabilities are recognized for the estimated future
tax consequences attributable to differences between the financial
statement carrying amounts of existing assets and liabilities and their
respective tax bases (“temporary differences”). Deferred tax assets and
liabilities are measured using enacted tax rates in effect for the year in
which those temporary differences are expected to be recovered or settled.
The effect on deferred tax assets and liabilities of a change in tax rate is
recognized in income in the period that includes the enactment date.
Deferred tax assets are evaluated for future realization and reduced by a
valuation allowance to the extent that a portion is not more likely than
not to be realized. Many factors are considered when assessing whether
it is more likely than not that the deferred tax assets will be realized,
including recent cumulative earnings, expectations of future taxable
income, carryforward periods, and other relevant quantitative and quali-
tative factors. The recoverability of the deferred tax assets is evaluated
by assessing the adequacy of future expected taxable income from all
sources, including reversal of taxable temporary differences, forecasted
operating earnings and available tax planning strategies. These sources
of income rely heavily on estimates.
In determining the provision for income taxes, an annual effective
income tax rate is used based on annual income, permanent differences
between book and tax income, and statutory income tax rates. Discrete
events such as audit settlements or changes in tax laws are recognized in
the period in which they occur.
The Company records a liability for unrecognized tax benefits resulting
from uncertain tax positions taken or expected to be taken in a tax return.
The Company records interest and penalties related to unrecognized tax
benefits in interest expense and operating, selling, general and adminis-
trative expenses, respectively, in the Company’s Consolidated Statements
of Income. Refer to Note 9 for additional income tax disclosures.
Revenue Recognition
Sales
The Company recognizes sales revenue, net of sales taxes and estimated
sales returns, at the time it sells merchandise to the customer.
Membership Fee Revenue
The Company recognizes membership fee revenue both in the United
States and internationally over the term of the membership, which is
typically 12 months. The following table summarizes membership fee
activity for fiscal 2014, 2013 and 2012:
(Amounts in millions)
2014
2013
2012
Fiscal Years Ended January 31,
Deferred membership fee revenue,
beginning of year
Cash received from members
Membership fee revenue recognized
$ 575 $ 559 $ 542
1,111
(1,094)
1,249
(1,183)
1,133
(1,117)
Deferred membership fee revenue,
end of year
$ 641 $ 575 $ 559
Membership fee revenue is included in membership and other income
in the Company’s Consolidated Statements of Income. The deferred
membership fee is included in accrued liabilities in the Company’s
Consolidated Balance Sheets.
Shopping Cards
Customer purchases of shopping cards are not recognized as revenue
until the card is redeemed and the customer purchases merchandise
using the shopping card. Shopping cards in the U.S. do not carry an
expiration date; therefore, customers and members can redeem their
shopping cards for merchandise indefinitely. Shopping cards in certain
foreign countries where the Company does business may have expiration
dates. A certain amount of shopping cards, both with and without expi-
ration dates, will not be redeemed. Management estimates unredeemed
shopping cards and recognizes revenue for these amounts over shopping
card historical usage periods based on historical redemption rates.
Management periodically reviews and updates its estimates of usage
periods and redemption rates.
Financial and Other Services
The Company recognizes revenue from service transactions at the time
the service is performed. Generally, revenue from services is classified
as a component of net sales in the Company’s Consolidated Statements
of Income.
Cost of Sales
Cost of sales includes actual product cost, the cost of transportation to
the Company’s distribution facilities, stores and clubs from suppliers, the
cost of transportation from the Company’s distribution facilities to the
stores, clubs and customers and the cost of warehousing for the Sam’s
Club segment and import distribution centers. Cost of sales is reduced by
supplier payments that are not a reimbursement of specific, incremental
and identifiable costs.
42 Walmart 2014 Annual Report
Walmart 2014 Annual Report 43
Notes to Consolidated Financial Statements
Payments from Suppliers
The Company receives consideration from suppliers for various programs,
primarily volume incentives, warehouse allowances and reimbursements
for specific programs such as markdowns, margin protection, advertising
and supplier-specific fixtures. Payments from suppliers are accounted for
as a reduction of cost of sales and are recognized in the Company’s
Consolidated Statements of Income when the related inventory is sold,
except when the payment is a reimbursement of specific, incremental
and identifiable costs.
Operating, Selling, General and Administrative Expenses
Operating, selling, general and administrative expenses include all
operating costs of the Company, except cost of sales, as described above.
As a result, the majority of the cost of warehousing and occupancy for
the Walmart U.S. and Walmart International segments’ distribution facili-
ties is included in operating, selling, general and administrative expenses.
Because the Company does not include most of the cost of its Walmart
U.S. and Walmart International segments’ distribution facilities in cost of
sales, its gross profit and gross profit as a percentage of net sales (“gross
profit margin”) may not be comparable to those of other retailers that
may include all costs related to their distribution facilities in cost of sales
and in the calculation of gross profit.
Advertising Costs
Advertising costs are expensed as incurred and were $2.4 billion for
fiscal 2014 and $2.3 billion for both fiscal 2013 and 2012. Advertising costs
consist primarily of print, television and digital advertisements and are
recorded in operating, selling, general and administrative expenses in
the Company’s Consolidated Statements of Income. Reimbursements
from suppliers that are for specific, incremental and identifiable adver-
tising costs are recognized as a reduction of advertising expenses in
operating, selling, general and administrative expenses.
Leases
The Company estimates the expected term of a lease by assuming the
exercise of renewal options where an economic penalty exists that would
preclude the abandonment of the lease at the end of the initial non-
cancelable term and the exercise of such renewal is at the sole discretion
of the Company. The expected term is used in the determination of
whether a store or club lease is a capital or operating lease and in the
calculation of straight-line rent expense. Additionally, the useful life of
leasehold improvements is limited by the expected lease term or the
economic life of the asset, whichever is shorter. If significant expenditures
are made for leasehold improvements late in the expected term of a
lease and renewal is reasonably assured, the useful life of the leasehold
improvement is limited to the end of the renewal period or economic
life of the asset, whichever is shorter.
Currency Translation
The assets and liabilities of all international subsidiaries are translated
from the respective local currency to the U.S. dollar using exchange rates
at the balance sheet date. Related translation adjustments are recorded
as a component of accumulated other comprehensive income (loss). The
income statements of international subsidiaries are translated from the
respective local currencies to the U.S. dollar using average exchange
rates for the period covered by the income statements.
Reclassifications
Certain reclassifications have been made to previous fiscal year amounts
and balances to conform to the presentation in the current fiscal year.
These reclassifications did not impact consolidated operating income or
net income. Additionally, certain segment asset and expense allocations
have been reclassified among segments in the current period. See
Note 14 for further discussion of the Company’s segments.
2 Net Income Per Common Share
Basic income per common share from continuing operations
attributable to Walmart is based on the weighted-average common
shares outstanding during the relevant period. Diluted income per
common share from continuing operations attributable to Walmart is
based on the weighted-average common shares outstanding during
the relevant period adjusted for the dilutive effect of outstanding stock
options and other share-based awards. The Company did not have
significant stock options or other share-based awards outstanding that
were antidilutive and not included in the calculation of diluted income
per common share from continuing operations attributable to Walmart
for fiscal 2014, 2013 and 2012.
The following table provides a reconciliation of the numerators and
denominators used to determine basic and diluted income per common
share from continuing operations attributable to Walmart:
(Amounts in millions, except per share data)
2014
2013
2012
Fiscal Years Ended January 31,
Numerator
Income from continuing operations
Less income from continuing
operations attributable to
noncontrolling interest
Income from continuing operations
$16,551 $17,704 $16,408
(633)
(741)
(674)
attributable to Walmart
$15,918 $16,963 $15,734
Denominator
Weighted-average common shares
Rent abatements and escalations are considered in the calculation
of minimum lease payments in the Company’s capital lease tests and
in determining straight-line rent expense for operating leases.
outstanding, basic
3,269
3,374
3,460
Dilutive impact of stock options
and other share-based awards
14
15
14
Pre-Opening Costs
The cost of start-up activities, including organization costs, related to
new store openings, store remodels, relocations, expansions and con-
versions are expensed as incurred and included in operating, selling,
general and administrative expenses in the Company’s Consolidated
Statements of Income. Pre-opening costs totaled $338 million, $316 million
and $308 million for fiscal 2014, 2013 and 2012, respectively.
Weighted-average common shares
outstanding, diluted
3,283
3,389
3,474
Income per common share
from continuing operations
attributable to Walmart
Basic
Diluted
$ 4.87 $ 5.03 $ 4.55
4.53
4.85
5.01
42 Walmart 2014 Annual Report
Walmart 2014 Annual Report 43
Notes to Consolidated Financial Statements
• Restricted Stock Rights. Restricted stock rights provide rights to Company
stock after a specified service period; 50% vest three years from the
grant date and the remaining 50% vest five years from the grant date.
The fair value of each restricted stock right is determined on the date of
grant using the stock price discounted for the expected dividend yield
through the vesting period and is recognized ratably over the vesting
period. The expected dividend yield is based on the anticipated divi-
dends over the vesting period. The weighted-average discount for the
dividend yield used to determine the fair value of restricted stock rights
granted in fiscal 2014, 2013 and 2012 was 10.3%, 12.2% and 11.7%,
respectively.
• Stock Options. Stock options allow the associate to buy a specified num-
ber of shares at a set price. Options granted generally vest over five
years and have a contractual term of ten years. Options may include
restrictions related to employment, satisfaction of performance condi-
tions or other conditions. Under the Plan and prior plans, substantially
all stock options have been granted with an exercise price equal to the
market price of the Company’s stock at the date of grant.
In addition to the Plan, the Company’s subsidiary in the United Kingdom,
Asda, has two other stock option plans for certain Asda colleagues.
A combined 49 million shares of the Company’s common stock were
registered under the Securities Act of 1933, as amended, for issuance
upon the exercise of stock options granted under the Colleague Share
Ownership Plan 1999 (the “CSOP”) and the Asda Sharesave Plan 2000
(“Sharesave Plan”).
• CSOP. The CSOP grants have either a three- or six-year vesting period.
The CSOP options may be exercised during the two months
immediately following the vesting date.
• Sharesave Plan. The Sharesave Plan grants options at 80% of the
Company’s average stock price for the three days preceding the grant
date. The Sharesave Plan options vest after three years and may
generally be exercised up to six months after the vesting date.
3 Shareholders’ Equity
Share-Based Compensation
The Company has awarded share-based compensation to associates
and nonemployee directors of the Company. The compensation expense
recognized for all plans was $388 million, $378 million and $355 million
for fiscal 2014, 2013 and 2012, respectively. Share-based compensation
expense is included in operating, selling, general and administrative
expenses in the Company’s Consolidated Statements of Income. The
total income tax benefit recognized for share-based compensation was
$145 million, $142 million and $134 million for fiscal 2014, 2013 and 2012,
respectively. The following table summarizes the Company’s share-based
compensation expense by award type:
(Amounts in millions)
Restricted stock and performance
share awards
Restricted stock rights
Stock options
Share-based compensation
expense
Fiscal Years Ended January 31,
2014
2013
2012
$141
224
23
$152
195
31
$142
184
29
$388
$378
$355
The Company’s shareholder-approved Stock Incentive Plan of 2010
(the “Plan”) became effective June 4, 2010 and amended and restated the
Company’s Stock Incentive Plan of 2005. The Plan was established to
grant stock options, restricted (non-vested) stock, performance shares
and other equity compensation awards for which 210 million shares of
common stock issued or to be issued under the Plan have been registered
under the Securities Act of 1933, as amended. The Company believes
that such awards serve to align the interests of its associates with those
of its shareholders.
The Plan’s award types are summarized as follows:
• Restricted Stock and Performance Share Awards. Restricted stock awards
are for shares that vest based on the passage of time and include
restrictions related to employment. Performance share awards vest
based on the passage of time and achievement of performance criteria
and may range from 0% to 150% of the original award amount. Vesting
periods for these awards are generally between three and five years.
Restricted stock and performance share awards may be settled
or deferred in stock and are accounted for as equity in the Company’s
Consolidated Balance Sheets. The fair value of restricted stock awards
is determined on the date of grant and is expensed ratably over the
vesting period. The fair value of performance share awards is determined
on the date of grant using the Company’s stock price discounted for
the expected dividend yield through the vesting period and is
recognized over the vesting period.
44 Walmart 2014 Annual Report
Walmart 2014 Annual Report 45
Notes to Consolidated Financial Statements
The following table shows the activity for each award type during fiscal 2014:
Restricted Stock and
Performance Share Awards (2)
Restricted Stock Rights
Stock Options(1)
Weighted-Average
Grant-Date
Fair Value
Per Share
$57.37
76.05
55.31
61.32
Shares
17,839
5,095
(3,998)
(1,151)
$63.26
17,785
Weighted-Average
Grant-Date
Fair Value
Per Share
$49.79
77.75
55.33
60.38
$55.87
Shares
12,598
3,688
(2,445)
(3,890)
9,951
Weighted-Average
Exercise Price
Per Share
$47.58
56.63
48.88
59.43
$48.47
$48.45
Shares
10,240
1,846
(3,421)
(415)
8,250
3,119
(Shares in thousands)
Outstanding at February 1, 2013
Granted
Vested/exercised
Forfeited or expired
Outstanding at January 31, 2014
Exercisable at January 31, 2014
(1) Includes stock option awards granted under the Plan, the CSOP and the Sharesave Plan.
(2) Assumes payout rate at 100% for Performance Share Awards.
As of January 31, 2014, the unrecognized compensation cost for
restricted stock and performance share awards, restricted stock rights
and stock option awards was $200 million, $497 million and $26 million,
respectively, and is expected to be recognized over a weighted-average
period of 2.0 years, 2.1 years and 2.8 years, respectively. Additionally, as
of January 31, 2014, the weighted-average remaining life for stock options
outstanding and stock options exercisable was 5.8 years and 2.2 years,
respectively, and had an aggregate intrinsic value of $209 million and
$82 million, respectively.
The following table includes additional information related to restricted
stock and performance share awards and restricted stock rights:
(Amounts in millions)
Fair value of restricted stock and
Fiscal Years Ended January 31,
2014
2013
2012
performance share awards vested
Fair value of restricted stock rights vested
$116
189
$155
168
$134
178
The following table includes additional information related to stock
option awards:
(Amounts in millions)
Fiscal Years Ended January 31,
2014
2013
2012
Fair value of stock options vested
Proceeds from stock options exercised
Intrinsic value of stock options exercised
$ 16
108
99
$ 33
320
207
$ 50
420
91
The fair value of each stock option award is estimated on the date of
grant using the Black-Scholes-Merton option valuation model that uses
various assumptions for inputs. The Company uses expected volatilities
and risk-free interest rates that correlate with the expected term of the
option when estimating an option’s fair value. The following table provides
the weighted-average assumptions used to estimate the fair values of
the Company’s stock options granted in fiscal 2014, 2013 and 2012:
Dividend yield (1)
Volatility (2)
Risk-free interest rate (3)
Expected life in years (4)
Weighted-average fair value
of options granted
Fiscal Years Ended January 31,
2014
2013
2012
2.5%
15.2%
0.4%
3.3
2.8%
16.2%
0.6%
3.0
2.9%
17.6%
1.3%
3.0
$15.27
$10.57
$9.61
(1) Expected dividend yield is based on the anticipated dividends over the vesting period.
(2) Expected volatility is based on historical volatility of the Company’s stock.
(3) Risk-free interest rate is based on the U.S. Treasury yield curve at the time of the grant.
(4) Expected life in years is based on historical exercise and expiration activity of grants
with similar vesting periods.
44 Walmart 2014 Annual Report
Walmart 2014 Annual Report 45
Notes to Consolidated Financial Statements
Share Repurchase Program
From time to time, the Company repurchases shares of its common stock
under share repurchase programs authorized by the Board of Directors.
On June 6, 2013, the Company’s Board of Directors replaced the previous
$15.0 billion share repurchase program, which had approximately
$712 million of remaining authorization for share repurchases as of that
date, with a new $15.0 billion share repurchase program, which was
announced on June 7, 2013. As was the case with the replaced share
repurchase program, the current share repurchase program has no
expiration date or other restrictions limiting the period over which the
Company can make share repurchases. At January 31, 2014, authorization
for $11.3 billion of share repurchases remained under the current share
repurchase program. Any repurchased shares are constructively retired
and returned to an unissued status.
The Company considers several factors in determining when to execute
share repurchases, including, among other things, current cash needs,
capacity for leverage, cost of borrowings and the market price of its
common stock. The following table provides, on a settlement date
basis, the number of shares repurchased, average price paid per share
and total cash paid for share repurchases for fiscal 2014, 2013 and 2012:
Fiscal Years Ended January 31,
(Amounts in millions, except per share data)
2014
2013
2012
Total number of shares repurchased
Average price paid per share
Total cash paid for share repurchases
89.1
$74.99
$6,683
113.2
$67.15
$7,600
115.3
$54.64
$6,298
4 Accumulated Other Comprehensive Income (Loss)
Effective fiscal 2014, the Company adopted accounting guidance that requires, on a prospective basis, separate disclosure of significant items
reclassified out of accumulated other comprehensive income (loss) by component. The following table provides the fiscal 2014, 2013 and 2012
changes in the composition of total accumulated other comprehensive income (loss), including the amounts reclassified out of accumulated other
comprehensive income (loss) by component for fiscal 2014:
(Amounts in millions and net of income taxes)
Balances as of January 31, 2011
Other comprehensive income (loss)
Balances as of January 31, 2012
Other comprehensive income (loss)
Balances as of January 31, 2013
Other comprehensive income (loss) before reclassifications
Amounts reclassified from accumulated other comprehensive income (loss)
Currency Translation
and Other
Derivative
Instruments
Minimum
Pension Liability
$ 1,226
(2,032)
(806)
853
47
(2,769)
—
$ 60
(67)
(7)
136
129
194
13
$(640)
43
(597)
(166)
(763)
149
4
Total
$
646
(2,056)
(1,410)
823
(587)
(2,426)
17
Balances as of January 31, 2014
$(2,722)
$336
$(610)
$(2,996)
Amounts reclassified from accumulated other comprehensive income (loss) for derivative instruments are generally included in interest, net, in the
Company’s Consolidated Statements of Income, and the amounts related to the minimum pension liability are included in operating, selling, general
and administrative expenses in the Company’s Consolidated Statements of Income.
The Company’s unrealized net gains and losses on net investment hedges, included in the currency translation and other category of accumulated
other comprehensive income (loss), were not significant as of January 31, 2014 or January 31, 2013.
5 Accrued Liabilities
The Company’s accrued liabilities consist of the following:
(Amounts in millions)
Accrued wages and benefits (1)
Self-insurance (2)
Accrued taxes (3)
Other (4)
Total accrued liabilities
As of January 31,
2014
$ 4,652
3,477
2,554
8,110
$18,793
2013
$ 5,059
3,373
2,851
7,525
$18,808
(1) Accrued wages and benefits include accrued wages, salaries, vacation, bonuses and other incentive plans.
(2) Self-insurance consists of all insurance-related liabilities, such as workers’ compensation, general liability, vehicle liability, property liability and employee-related
health care benefits.
(3) Accrued taxes include accrued payroll, value added, sales and miscellaneous other taxes.
(4) Other accrued liabilities consist of various items such as maintenance, utilities, advertising and interest.
46 Walmart 2014 Annual Report
Walmart 2014 Annual Report 47
Notes to Consolidated Financial Statements
6 Short-term Borrowings and Long-term Debt
Short-term borrowings consist of commercial paper and lines of credit. Short-term borrowings outstanding at January 31, 2014 and 2013 were
$7.7 billion and $6.8 billion, respectively. The following table includes additional information related to the Company’s short-term borrowings for
fiscal 2014, 2013 and 2012:
(Amounts in millions)
Maximum amount outstanding at any month-end
Average daily short-term borrowings
Weighted-average interest rate
Fiscal Years Ended January 31,
2014
$13,318
8,971
2013
$8,740
6,007
2012
$9,594
6,040
0.1%
0.1%
0.1%
The Company has various lines of credit, committed with 24 financial institutions, totaling $17.3 billion as of January 31, 2014 and with 27 financial
institutions, totaling $18.1 billion as of January 31, 2013. The lines of credit, including drawn and undrawn amounts, are summarized in the following table:
(Amounts in millions)
Five-year credit facility (1)
364-day revolving credit facility (2)
Stand-by letters of credit (3)
Total
Fiscal Years Ended January 31,
Available
$ 6,000
9,400
1,883
$17,283
2014
Drawn
Undrawn
$
—
—
1,836
$1,836
$ 6,000
9,400
47
$15,447
Available
$ 6,258
10,000
1,871
$18,129
2013
Drawn
$
—
—
1,868
$1,868
Undrawn
$ 6,258
10,000
3
$16,261
(1) In June 2013, the Company renewed and extended its existing five-year credit facility, which is used to support its commercial paper program.
(2) In June 2013, the Company renewed and extended its existing 364-day revolving credit facility, which is used to support its commercial paper program.
(3) In June 2013, the Company renewed the stand-by letters of credit, which are used to support various potential and actual obligations.
The committed lines of credit mature at various times between June 2014 and June 2018, carry interest rates generally ranging between LIBOR plus
10 basis points and LIBOR plus 75 basis points, and incur commitment fees ranging between 1.5 and 4.0 basis points. In conjunction with the lines of
credit listed in the table above, the Company has agreed to observe certain covenants, the most restrictive of which relates to the maximum amount
of secured debt.
Additionally, the Company had trade letters of credit outstanding totaling $2.8 billion and $2.7 billion at January 31, 2014 and 2013, respectively.
46 Walmart 2014 Annual Report
Walmart 2014 Annual Report 47
Notes to Consolidated Financial Statements
The Company’s long-term debt, which includes the fair value instruments further discussed in Note 8, consists of the following:
January 31, 2014
January 31, 2013
(Amounts in millions)
Unsecured debt
Fixed
Variable
Total U.S. dollar denominated
Fixed
Variable
Total Euro denominated
Fixed
Variable
Total Sterling denominated
Fixed
Variable
Total Yen denominated
Total unsecured debt
Total other debt (in USD) (2)
Total debt
Less amounts due within one year
Long-term debt
Maturity Dates
By Fiscal Year
2015-2044
2015
2030
2031-2039
2015-2021
2015-2016
2015-2044
Amount
$35,500
500
36,000
1,356
—
1,356
5,770
—
5,770
1,490
457
1,947
45,073
801
45,874
(4,103)
$41,771
Average
Rate (1)
4.3%
5.4%
4.9%
5.3%
1.3%
0.7%
Average
Rate (1)
4.6%
5.5%
4.9%
5.3%
1.4%
0.7%
Amount
$32,476
500
32,976
1,358
—
1,358
5,550
—
5,550
1,942
1,056
2,998
42,882
1,099
43,981
(5,587)
$38,394
(1) The average rate represents the weighted-average stated rate for each corresponding debt category, based on year-end balances and year-end interest rates. Interest costs are
also impacted by certain derivative financial instruments described in Note 8.
(2) A portion of other debt at January 31, 2014 and 2013 includes secured debt in the amount of $572 million and $627 million, respectively, which was collateralized by property
that had an aggregate carrying amount of approximately $471 million and $599 million, respectively.
At January 31, 2014 and 2013, the Company had $500 million in debt with
embedded put options. The issuance of money market puttable reset
securities in the amount of $500 million is structured to be remarketed in
connection with the annual reset of the interest rate. If, for any reason,
the remarketing of the notes does not occur at the time of any interest
rate reset, the holders of the notes must sell, and the Company must
repurchase, the notes at par. Accordingly, this issuance has been classified
as long-term debt due within one year in the Company’s Consolidated
Balance Sheets. Annual maturities of long-term debt during the next
five years and thereafter are as follows:
(Amounts in millions)
Fiscal Year
2015
2016
2017
2018
2019
Thereafter
Total
Annual
Maturity
$ 4,103
4,480
2,396
1,107
3,531
30,257
$45,874
Debt Issuances
Information on significant long-term debt issued during fiscal 2014,
is as follows:
Issue Date
April 11, 2013
April 11, 2013
April 11, 2013
April 11, 2013
October 2, 2013
October 2, 2013
Total
Maturity
Date
Interest
Rate
Principal
Amount
April 11, 2016
April 11, 2018
April 11, 2023
April 11, 2043
December 15, 2018
October 2, 2043
0.600%
1.125%
2.550%
4.000%
1.950%
4.750%
$1,000
1,250
1,750
1,000
1,000
750
$6,750
The aggregate net proceeds from these long-term debt issuances were
approximately $6.7 billion, which were used to pay down and refinance
existing debt and for other general corporate purposes. The Company
also received additional aggregate net proceeds of approximately
$0.4 billion from other, smaller long-term debt issuances by several
of its international operations, which were used primarily to refinance
existing debt.
48 Walmart 2014 Annual Report
Walmart 2014 Annual Report 49
Notes to Consolidated Financial Statements
On April 11, 2013, the Company issued $1.0 billion principal amount of its
0.600% Notes due 2016, $1.25 billion principal amount of its 1.125% Notes
due 2018, $1.75 billion principal amount of its 2.550% Notes due 2023
and $1.0 billion principal amount of its 4.000% Notes due 2043. The
aggregate net proceeds from these note issuances were approximately
$5.0 billion. The notes of each series require semi-annual interest payments
on April 11 and October 11 of each year, with the first interest payment
made on October 11, 2013. Unless previously purchased and canceled,
the Company will repay the notes of each series at 100% of the principal
amount, together with accrued and unpaid interest thereon, at maturity.
However, the Company has the right to redeem any or all of the notes
that mature on April 11, 2023, at any time on or after January 11, 2023, and
to redeem any or all of the notes that mature on April 11, 2043, at any
time on or after October 11, 2042, in each case at 100% of the principal
amount, together with the accrued and unpaid interest thereon to, but
excluding, the date of redemption. The notes of each series are senior,
unsecured obligations of the Company and are not convertible
or exchangeable.
On October 2, 2013, the Company issued $1.0 billion principal amount
of its 1.950% Notes due 2018 and $750 million principal amount of its
4.750% Notes due 2043. The aggregate net proceeds from these note
issuances were approximately $1.7 billion. The 1.950% Notes due 2018 series
requires semi-annual interest payments on June 15 and December 15 of
each year, with the first interest payment commencing on June 15, 2014.
The 4.750% Notes due 2043 series require semi-annual interest payments
on October 2 and April 2 of each year, commencing on April 2, 2014.
Unless previously purchased and canceled, the Company will repay the
notes of each series at 100% of the principal amount, together with accrued
and unpaid interest thereon, at maturity. However, the Company has the
right to redeem any or all of the notes that mature on October 2, 2043, at
any time on or after April 2, 2043, at 100% of the principal amount, together
with the accrued and unpaid interest thereon to, but excluding, the date
of redemption. The notes of each series are senior, unsecured obligations
of the Company and are not convertible or exchangeable.
The Company did not issue any significant amounts of long-term debt
during fiscal 2013.
7 Fair Value Measurements
The Company records and discloses certain financial and non-financial assets and liabilities at their fair value. The fair value of an asset is the price
at which the asset could be sold in an ordinary transaction between unrelated, knowledgeable and willing parties able to engage in the transaction.
A liability’s fair value is defined as the amount that would be paid to transfer the liability to a new obligor in a transaction between such parties,
not the amount that would be paid to settle the liability with the creditor. Assets and liabilities recorded at fair value are measured using the fair value
hierarchy, which prioritizes the inputs used in measuring fair value. The levels of the fair value hierarchy are:
• Level 1: observable inputs such as quoted prices in active markets;
• Level 2: inputs other than quoted prices in active markets that are either directly or indirectly observable; and
• Level 3: unobservable inputs for which little or no market data exists, therefore requiring the Company to develop its own assumptions.
Recurring Fair Value Measurements
The Company holds derivative instruments that are required to be measured at fair value on a recurring basis. The fair values are the estimated
amounts the Company would receive or pay upon termination of the related derivative agreements as of the reporting dates. The fair values have
been measured using the income approach and Level 2 inputs, which include the relevant interest rate and foreign currency forward curves.
As of January 31, 2014 and 2013, the notional amounts and fair values of these derivatives were as follows:
(Amounts in millions)
Receive fixed-rate, pay variable-rate interest rate swaps designated
as fair value hedges
Receive fixed-rate, pay fixed-rate cross-currency interest rate swaps
designated as net investment hedges
Receive fixed-rate, pay fixed-rate cross-currency interest rate swaps
designated as cash flow hedges
Receive variable-rate, pay fixed-rate interest rate swaps designated
as cash flow hedges
Receive variable-rate, pay fixed-rate forward starting interest rate swaps
designated as cash flow hedges
Total
January 31, 2014
January 31, 2013
Notional Amount Fair Value Notional Amount
Fair Value
$1,000
$ 5
$ 3,445
$ 60
1,250
3,004
97
453
457
(2)
1,250
2,944
1,056
2,500
$8,211
166
$719
5,000
$13,695
223
230
(8)
10
$515
48 Walmart 2014 Annual Report
Walmart 2014 Annual Report 49
Notes to Consolidated Financial Statements
Nonrecurring Fair Value Measurements
In addition to assets and liabilities that are recorded at fair value on a recurring basis, the Company’s assets and liabilities are also subject to nonrecurring
fair value measurements. Generally, assets are recorded at fair value on a nonrecurring basis as a result of impairment charges. The Company did not
record any significant impairment charges to assets measured at fair value on a nonrecurring basis during the fiscal years ended January 31, 2014, or 2013.
Other Fair Value Disclosures
The Company records cash and cash equivalents and short-term borrowings at cost. The carrying values of these instruments approximate their fair
value due to their short-term maturities.
The Company’s long-term debt is also recorded at cost. The fair value is estimated using Level 2 inputs based on the Company’s current incremental
borrowing rate for similar types of borrowing arrangements. The carrying value and fair value of the Company’s long-term debt as of January 31, 2014
and 2013, was as follows:
(Amounts in millions)
January 31, 2014
January 31, 2013
Carrying Value
Fair Value
Carrying Value
Fair Value
Long-term debt, including amounts due within one year
$45,874
$50,757
$43,981
$50,664
8 Derivative Financial Instruments
The Company uses derivative financial instruments for hedging and
non-trading purposes to manage its exposure to changes in interest and
currency exchange rates, as well as to maintain an appropriate mix of
fixed- and variable-rate debt. Use of derivative financial instruments in
hedging programs subjects the Company to certain risks, such as market
and credit risks. Market risk represents the possibility that the value of the
derivative financial instrument will change. In a hedging relationship, the
change in the value of the derivative financial instrument is offset to a
great extent by the change in the value of the underlying hedged item.
Credit risk related to a derivative financial instrument represents the
possibility that the counterparty will not fulfill the terms of the contract.
The notional, or contractual, amount of the Company’s derivative finan-
cial instruments is used to measure interest to be paid or received and
does not represent the Company’s exposure due to credit risk. Credit risk
is monitored through established approval procedures, including setting
concentration limits by counterparty, reviewing credit ratings and requiring
collateral (generally cash) from the counterparty when appropriate.
The Company uses derivative financial instruments for the purpose of
hedging its exposure to interest and currency exchange rate risks and,
accordingly, the contractual terms of a hedged instrument closely mirror
those of the hedged item, providing a high degree of risk reduction and
correlation. Contracts that are effective at meeting the risk reduction and
correlation criteria are recorded using hedge accounting. If a derivative
financial instrument is recorded using hedge accounting, depending on
the nature of the hedge, changes in the fair value of the instrument will
either be offset against the change in fair value of the hedged assets,
liabilities or firm commitments through earnings or be recognized in
accumulated other comprehensive income (loss) until the hedged item
is recognized in earnings. Any hedge ineffectiveness is immediately
recognized in earnings. The Company’s net investment and cash flow
instruments are highly effective hedges and the ineffective portion has
not been, and is not expected to be, significant. Instruments that do
not meet the criteria for hedge accounting, or contracts for which the
Company has not elected hedge accounting, are recorded at fair value
with unrealized gains or losses reported in earnings during the period
of the change.
The Company only enters into derivative transactions with counterparties
rated “A-” or better by nationally recognized credit rating agencies.
Subsequent to entering into derivative transactions, the Company regularly
monitors the credit ratings of its counterparties. In connection with
various derivative agreements, including master netting arrangements,
the Company held cash collateral from counterparties of $641 million
and $413 million at January 31, 2014 and January 31, 2013, respectively.
The Company records cash collateral received as amounts due to the
counterparties exclusive of any derivative asset. Furthermore, as part of
the master netting arrangements with these counterparties, the
Company is also required to post collateral if the Company’s net deriva-
tive liability position exceeds $150 million with any counterparty. The
Company did not have any cash collateral posted with counterparties
at January 31, 2014 or January 31, 2013. The Company records cash
collateral it posts with counterparties as amounts receivable from those
counterparties exclusive of any derivative liability.
Fair Value Instruments
The Company is a party to receive fixed-rate, pay variable-rate interest
rate swaps that the Company uses to hedge the fair value of fixed-rate
debt. The notional amounts are used to measure interest to be paid or
received and do not represent the Company’s exposure due to credit
loss. The Company’s interest rate swaps that receive fixed-interest rate
payments and pay variable-interest rate payments are designated as
fair value hedges. As the specific terms and notional amounts of the
derivative instruments match those of the fixed-rate debt being hedged,
the derivative instruments are assumed to be perfectly effective hedges.
Changes in the fair values of these derivative instruments are recorded
in earnings, but are offset by corresponding changes in the fair values
of the hedged items, also recorded in earnings, and, accordingly, do not
impact the Company’s Consolidated Statements of Income. These fair
value instruments will mature on dates ranging from February 2014 to
May 2014.
50 Walmart 2014 Annual Report
Walmart 2014 Annual Report 51
Notes to Consolidated Financial Statements
Net Investment Instruments
The Company is a party to cross-currency interest rate swaps that the
Company uses to hedge its net investments. The agreements are
contracts to exchange fixed-rate payments in one currency for fixed-rate
payments in another currency. All changes in the fair value of these
instruments are recorded in accumulated other comprehensive income
(loss), offsetting the currency translation adjustment of the related
investment that is also recorded in accumulated other comprehensive
income (loss). These instruments will mature on dates ranging from
October 2023 to February 2030.
The Company has issued foreign-currency-denominated long-term debt
as hedges of net investments of certain of its foreign operations. These
foreign-currency-denominated long-term debt issuances are designated
and qualify as nonderivative hedging instruments. Accordingly, the
foreign currency translation of these debt instruments is recorded in
accumulated other comprehensive income (loss), offsetting the foreign
currency translation adjustment of the related net investments that is
also recorded in accumulated other comprehensive income (loss). At
January 31, 2014 and January 31, 2013, the Company had ¥200 billion and
¥275 billion, respectively, of outstanding long-term debt designated as
a hedge of its net investment in Japan, as well as outstanding long-term
debt of £2.5 billion at January 31, 2014 and January 31, 2013, that was
designated as a hedge of its net investment in the United Kingdom.
These nonderivative net investment hedges will mature on dates
ranging from August 2014 to January 2039.
Cash Flow Instruments
The Company is a party to receive variable-rate, pay fixed-rate interest
rate swaps that the Company uses to hedge the interest rate risk of certain
non-U.S. denominated debt. The swaps are designated as cash flow
hedges of interest expense risk. Amounts reported in accumulated other
comprehensive income (loss) related to these derivatives are reclassified
from accumulated other comprehensive income (loss) to earnings as
interest is expensed for the Company’s variable-rate debt, converting the
variable-rate interest expense into fixed-rate interest expense. These
cash flow instruments will mature on dates ranging from August 2014
to July 2015.
The Company is also a party to receive fixed-rate, pay fixed-rate cross-
currency interest rate swaps to hedge the currency exposure associated
with the forecasted payments of principal and interest of certain non-U.S.
denominated debt. The swaps are designated as cash flow hedges of
the currency risk related to payments on the non-U.S. denominated
debt. The effective portion of changes in the fair value of derivatives
designated as cash flow hedges of foreign exchange risk is recorded in
accumulated other comprehensive income (loss) and is subsequently
reclassified into earnings in the period that the hedged forecasted
transaction affects earnings. The hedged items are recognized foreign
currency-denominated liabilities that are remeasured at spot exchange
rates each period, and the assessment of effectiveness (and measure-
ment of any ineffectiveness) is based on total changes in the related
derivative’s cash flows. As a result, the amount reclassified into earnings
each period includes an amount that offsets the related transaction gain
or loss arising from that remeasurement and the adjustment to earnings
for the period’s allocable portion of the initial spot-forward difference
associated with the hedging instrument. These cash flow instruments
will mature on dates ranging from September 2029 to March 2034.
The Company also uses forward starting receive variable-rate, pay
fixed-rate swaps (“forward starting swaps”), to hedge its exposure to
the variability in future cash flows due to changes in the LIBOR swap rate
for 10- and 30-year debt issuances forecasted to occur in the future.
Amounts reported in accumulated other comprehensive income (loss)
related to these derivatives will be reclassified from accumulated other
comprehensive income (loss) to earnings as interest expense is incurred
on the forecasted hedged fixed-rate debt, adjusting interest expense to
reflect the fixed-rate entered into by the forward starting swaps. These
cash flow instruments hedge forecasted interest payments to be made
through May 2044. These forward starting swaps will be terminated on
the day the hedged forecasted debt issuances occur, but no later than
October 31, 2014, if the hedged forecasted debt issuances do not occur.
The Company terminated forward starting swaps with an aggregate
notional amount of $2.5 billion by making a cash payment to the related
counterparties of $74 million in connection with the April 2013 debt
issuances described in Note 6. The $74 million loss was recorded in
accumulated other comprehensive income (loss) and will be reclassified
to earnings over the life of the related debt, effectively adjusting
interest expense to reflect the fixed-rate entered into by the forward
starting swaps.
50 Walmart 2014 Annual Report
Walmart 2014 Annual Report 51
Notes to Consolidated Financial Statements
Financial Statement Presentation
Although subject to master netting arrangements, the Company does not offset derivative assets and derivative liabilities in its Consolidated Balance
Sheets. Derivative instruments with an unrealized gain are recorded in the Company’s Consolidated Balance Sheets as either current or non-current
assets, based on maturity date, and those hedging instruments with an unrealized loss are recorded as either current or non-current liabilities, based
on maturity date.
The Company’s derivative instruments, as well as its nonderivative debt instruments designated and qualifying as net investment hedges, were classified
as follows in the Company’s Consolidated Balance Sheets:
(Amounts in millions)
Derivative instruments
Prepaid expenses and other
Other assets and deferred charges
Derivative asset subtotals
Accrued liabilities
Deferred income taxes and other
Derivative liability subtotals
Nonderivative hedging instruments
Long-term debt due within one year
Long-term debt
Nonderivative hedge
liability subtotals
January 31, 2014
January 31, 2013
Fair Value
Instruments
Net Investment
Instruments
Cash Flow
Instruments
Fair Value
Instruments
Net Investment
Instruments
Cash Flow
Instruments
$ 5
—
$ 5
$—
—
$—
$—
—
$—
$
—
97
$ 97
$
—
—
$
—
$ 973
5,095
$ —
619
$619
$ 1
1
$ 2
$ —
—
$6,068
$ —
$29
31
$60
$—
—
$—
$—
—
$—
$
—
223
$ 223
$
—
—
$
—
$ 818
6,145
$6,963
$ —
327
$327
$ 4
91
$ 95
$ —
—
$ —
Gains and losses related to the Company’s derivatives primarily relate to interest rate hedges, which are included in interest, net, in the Company’s
Consolidated Statements of Income. Amounts related to the Company’s derivatives expected to be reclassified from accumulated other comprehensive
income (loss) to net income during the next 12 months are not significant.
9 Taxes
Income from Continuing Operations
The components of income from continuing operations before income
taxes are as follows:
(Amounts in millions)
U.S.
Non-U.S.
Fiscal Years Ended January 31,
2014
2013
2012
$19,412 $19,352 $18,685
5,647
5,244
6,310
Total income from continuing
operations before income taxes
$24,656 $25,662 $24,332
A summary of the provision for income taxes is as follows:
(Amounts in millions)
Current:
U.S. federal
U.S. state and local
International
Fiscal Years Ended January 31,
2014
2013
2012
$6,377
719
1,523
$5,611
622
1,743
$4,596
743
1,383
Total current tax provision
8,619
7,976
6,722
Deferred:
U.S. federal
U.S. state and local
International
Total deferred tax expense (benefit)
(72)
37
(479)
(514)
38
(8)
(48)
(18)
1,444
57
(299)
1,202
Total provision for income taxes
$8,105
$7,958
$7,924
52 Walmart 2014 Annual Report
Walmart 2014 Annual Report 53
Notes to Consolidated Financial Statements
Effective Income Tax Rate Reconciliation
The Company’s effective income tax rate is typically lower than the U.S.
statutory tax rate primarily because of benefits from lower-taxed global
operations, including the use of global funding structures and certain
U.S. tax credits as further discussed in the “Cash and Cash Equivalents”
section of the Company’s significant accounting policies in Note 1. The
Company’s non-U.S. income is generally subject to local country tax rates
that are below the 35% U.S. statutory tax rate. Certain non-U.S. earnings
have been indefinitely reinvested outside the U.S. and are not subject to
current U.S. income tax. A reconciliation of the significant differences
between the U.S. statutory tax rate and the effective income tax rate on
pretax income from continuing operations is as follows:
U.S. statutory tax rate
U.S. state income taxes, net of
federal income tax benefit
Income taxed outside the U.S.
Net impact of repatriated
international earnings
Other, net
Fiscal Years Ended January 31,
2014
2013
2012
35.0%
35.0%
35.0%
2.0%
(2.8)%
1.7%
(2.6)%
2.0%
(2.8)%
(1.4)%
0.1%
(2.5)%
(0.6)%
(0.3)%
(1.3)%
Effective income tax rate
32.9%
31.0%
32.6%
Deferred Taxes
The significant components of the Company’s deferred tax account
balances are as follows:
(Amounts in millions)
Deferred tax assets:
Loss and tax credit carryforwards
Accrued liabilities
Share-based compensation
Other
Total deferred tax assets
Valuation allowances
January 31,
2014
2013
$ 3,566 $ 3,525
2,683
204
1,500
2,986
126
1,573
8,251
(1,801)
7,912
(2,225)
Deferred tax assets, net of valuation allowance
6,450
5,687
Deferred tax liabilities:
Property and equipment
Inventories
Other
Total deferred tax liabilities
Net deferred tax liabilities
6,295
1,641
1,827
9,763
5,830
1,912
1,157
8,899
$ 3,313 $ 3,212
The deferred taxes are classified as follows in the Company’s
Consolidated Balance Sheets:
(Amounts in millions)
Balance Sheet classification:
Assets:
Prepaid expenses and other
Other assets and deferred charges
Asset subtotals
Liabilities:
Accrued liabilities
Deferred income taxes and other
Liability subtotals
January 31,
2014
2013
$ 822
1,151
$ 520
757
1,973
1,277
176
5,110
5,286
116
4,373
4,489
Net deferred tax liabilities
$3,313
$3,212
Unremitted Earnings
United States income taxes have not been provided on accumulated
but undistributed earnings of the Company’s international subsidiaries
of approximately $21.4 billion and $19.2 billion as of January 31, 2014
and 2013, respectively, as the Company intends to permanently reinvest
these amounts outside of the United States. However, if any portion were
to be distributed, the related U.S. tax liability may be reduced by foreign
income taxes paid on those earnings. Determination of the unrecognized
deferred tax liability related to these undistributed earnings is not
practicable because of the complexities with its hypothetical calculation.
The Company provides deferred or current income taxes on earnings of
international subsidiaries in the period that the Company determines it
will remit those earnings.
Net Operating Losses, Tax Credit Carryforwards
and Valuation Allowances
At January 31, 2014, the Company had net operating loss and capital loss
carryforwards totaling approximately $6.1 billion. Of these carryforwards,
approximately $3.6 billion will expire, if not utilized, in various years
through 2024. The remaining carryforwards have no expiration. At
January 31, 2014, the Company had foreign tax credit carryforwards of
$1.8 billion, which will expire in various years through 2024, if not utilized.
The recoverability of these future tax deductions and credits is evaluated
by assessing the adequacy of future expected taxable income from all
sources, including taxable income in prior carryback years, reversal of
taxable temporary differences, forecasted operating earnings and
available tax planning strategies. To the extent management does not
consider it more likely than not that a deferred tax asset will be realized,
a valuation allowance is established. If a valuation allowance has been
established and management subsequently determines that it is more
likely than not that the deferred tax assets will be realized, the valuation
allowance is released.
52 Walmart 2014 Annual Report
Walmart 2014 Annual Report 53
Notes to Consolidated Financial Statements
As of January 31, 2014 and 2013, the Company had valuation allowances
recorded of approximately $1.8 billion and $2.2 billion, respectively, on
deferred tax assets associated primarily with net operating loss carry-
forwards for which management has determined it is more likely than
not that the deferred tax asset will not be realized. The $0.4 billion net
decrease in the valuation allowance during fiscal 2014 related to releases
arising from the use of deferred tax assets, changes in judgment regarding
the future realization of deferred tax assets, increases from certain net
operating losses and deductible temporary differences arising in fiscal 2014,
decreases due to operating and capital loss expirations and fluctuations
in currency exchange rates. Management believes that it is more likely
than not that the remaining net deferred tax assets will be fully realized.
Uncertain Tax Positions
The benefits of uncertain tax positions are recorded in the Company’s
Consolidated Financial Statements only after determining a more likely
than not probability that the uncertain tax positions will withstand
challenge, if any, from taxing authorities.
As of January 31, 2014 and 2013, the amount of unrecognized tax
benefits related to continuing operations was $763 million and $818 million,
respectively. The amount of unrecognized tax benefits that would affect
the Company’s effective income tax rate was $698 million and $741 million
for January 31, 2014 and 2013, respectively.
Company is focused on resolving tax audits as expeditiously as possible.
As a result of these efforts, unrecognized tax benefits could potentially
be reduced beyond the provided range during the next twelve months.
The Company does not expect any change to have a significant impact
to its Consolidated Financial Statements.
The Company remains subject to income tax examinations for its U.S.
federal income taxes generally for fiscal 2012 through 2014. The Company
also remains subject to income tax examinations for international
income taxes for fiscal 2006 through 2014, and for U.S. state and local
income taxes generally for the fiscal years ended 2009 through 2014.
Other Taxes
The Company is subject to tax examinations for payroll, value added,
sales-based and other non-income taxes. A number of these examinations
are ongoing in various jurisdictions, including Brazil. In certain cases,
the Company has received assessments from the taxing authorities in
connection with these examinations. Where a probable loss has occurred,
the Company has made accruals, which are reflected in the Company’s
Consolidated Financial Statements. While the possible losses or
range of possible losses associated with these matters are individually
immaterial, a group of related matters, if decided adversely to the
Company, could result in a liability material to the Company’s Consolidated
Financial Statements.
A reconciliation of unrecognized tax benefits from continuing operations
was as follows:
10 Contingencies
(Amounts in millions)
Unrecognized tax benefits,
beginning of year
Increases related to prior year
tax positions
Decreases related to prior year
tax positions
Increases related to current year
tax positions
Settlements during the period
Lapse in statutes of limitations
Unrecognized tax benefits,
end of year
Fiscal Years Ended January 31,
2014
2013
2012
$ 818
$ 611
$ 795
41
88
87
(112)
(232)
(162)
133
(117)
—
431
(80)
—
56
(161)
(4)
$ 763
$ 818
$ 611
The Company classifies interest and penalties related to uncertain tax
benefits as interest expense and as operating, selling, general and
administrative expenses, respectively. During fiscal 2014, 2013 and 2012,
the Company recognized interest and penalty expense (benefit) related
to uncertain tax positions of $(7) million, $2 million and $(19) million,
respectively. As of January 31, 2014 and 2013, accrued interest related to
uncertain tax positions of $40 million and $139 million, respectively, was
recorded in the Company’s Consolidated Balance Sheets. The Company
did not have any accrued penalties recorded for income taxes as of
January 31, 2014 or 2013.
During the next twelve months, it is reasonably possible that tax audit
resolutions could reduce unrecognized tax benefits by between
$50 million and $250 million, either because the tax positions are sustained
on audit or because the Company agrees to their disallowance. The
Legal Proceedings
The Company is involved in a number of legal proceedings. The Company
has made accruals with respect to these matters, where appropriate,
which are reflected in the Company’s Consolidated Financial Statements.
For some matters, a liability is not probable or the amount cannot be
reasonably estimated, and therefore an accrual has not been made.
However, where a liability is reasonably possible and material, such matters
have been disclosed. The Company may enter into discussions regarding
settlement of these matters and may enter into settlement agreements if
it believes settlement is in the best interest of the Company’s shareholders.
Unless stated otherwise, the matters, or groups of related matters,
discussed below, if decided adversely to or settled by the Company,
individually or in the aggregate, may result in a liability material to the
Company’s financial condition or results of operations.
Wage-and-Hour Class Action: The Company is a defendant in
Braun/Hummel v. Wal-Mart Stores, Inc., a class-action lawsuit commenced
in March 2002 in the Court of Common Pleas in Philadelphia, Pennsylvania.
The plaintiffs allege that the Company failed to pay class members for all
hours worked and prevented class members from taking their full meal
and rest breaks. On October 13, 2006, a jury awarded back-pay damages
to the plaintiffs of approximately $78 million on their claims for off-the-
clock work and missed rest breaks. The jury found in favor of the Company
on the plaintiffs’ meal-period claims. On November 14, 2007, the trial
judge entered a final judgment in the approximate amount of $188 million,
which included the jury’s back-pay award plus statutory penalties, pre-
judgment interest and attorneys’ fees. By operation of law, post-judgment
interest accrues on the judgment amount at the rate of six percent per
annum from the date of entry of the judgment, which was November 14,
2007, until the judgment is paid, unless the judgment is set aside on
appeal. On December 7, 2007, the Company filed its Notice of Appeal.
The Company filed its opening appellate brief on February 17, 2009,
plaintiffs filed their response brief on April 20, 2009, and the Company
54 Walmart 2014 Annual Report
Walmart 2014 Annual Report 55
Notes to Consolidated Financial Statements
filed its reply brief on June 5, 2009. Oral argument was held before the
Pennsylvania Superior Court of Appeals on August 19, 2009. On June 10,
2011, the court issued an opinion upholding the trial court’s certification
of the class, the jury’s back pay award, and the awards of statutory
penalties and prejudgment interest, but reversing the award of attorneys’
fees. On September 9, 2011, the Company filed a Petition for Allowance
of Appeal with the Pennsylvania Supreme Court. On July 2, 2012, the
Pennsylvania Supreme Court granted the Company’s Petition. The
Company served its opening brief in the Pennsylvania Supreme Court
on October 22, 2012, plaintiffs served their response brief on January 22,
2013, and the Company served its reply on February 28, 2013. Oral
argument was held in the Pennsylvania Supreme Court on May 8, 2013.
No decision has been issued. The Company believes it has substantial
factual and legal defenses to the claims at issue, and plans to continue
pursuing appellate review.
Gender Discrimination Class Actions: The Company is a defendant in
Dukes v. Wal-Mart Stores, Inc., which was commenced as a class-action
lawsuit in June 2001 in the United States District Court for the Northern
District of California, asserting that the Company had engaged in a
pattern and practice of discriminating against women in promotions,
pay, training and job assignments, and seeking, among other things,
injunctive relief, front pay, back pay, punitive damages and attorneys’
fees. On June 21, 2004, the district court issued an order granting in part
and denying in part the plaintiffs’ motion for class certification. As
defined by the district court, the class included “[a]ll women employed at
any Wal-Mart domestic retail store at any time since December 26, 1998,
who have been or may be subjected to Wal-Mart’s challenged pay and
management track promotions policies and practices.” The Company
appealed the order to the Ninth Circuit Court of Appeals and subsequently
to the United States Supreme Court. On June 20, 2011, the Supreme
Court issued an opinion decertifying the class and remanding the case
to the district court. On October 27, 2011, the plaintiffs’ attorneys filed an
amended complaint proposing a class of current and former female
associates at the Company’s California retail facilities, and the Company
filed a motion to dismiss on January 13, 2012. On September 21, 2012, the
court denied the motion. The plaintiffs filed a motion for class certification
on April 15, 2013. On August 2, 2013, the court denied the motion. On
August 16, 2013, the plaintiffs filed a petition for permission to appeal that
ruling to the U.S. Court of Appeals for the Ninth Circuit. On November 18,
2013, the Ninth Circuit denied that petition.
On October 28, 2011, the attorneys for the plaintiffs in the Dukes case
filed a similar complaint in the United States District Court for the
Northern District of Texas entitled Odle v. Wal-Mart Stores, Inc., proposing
a class of current and former female associates employed in any Walmart
region that includes stores located in the state of Texas. On October 15,
2012, the court in the Odle case granted the Company’s motion to dismiss,
dismissing with prejudice the plaintiffs’ class-action allegations and the
individual claims of the lead plaintiff, Stephanie Odle. On March 19, 2013,
the U.S. Court of Appeals for the Fifth Circuit denied the plaintiffs’ petition
for permission to appeal. On October 2, 2012, the plaintiffs’ attorneys
filed another similar complaint in the United States District Court for
the Middle District of Tennessee entitled Phipps v. Wal-Mart Stores, Inc.,
proposing a class of current and former female associates employed in
“Region 43, centered in Middle and Western Tennessee.” On February 20,
2013, the court in the Phipps case granted the Company’s motion to
dismiss, dismissing with prejudice the plaintiffs’ class-action allegations.
On September 11, 2013, the U.S. Court of Appeals for the Sixth Circuit
granted the plaintiffs’ petition for permission to appeal that ruling. On
October 4, 2012, the plaintiffs’ attorneys filed another similar complaint in
the United States District Court for the Southern District of Florida entitled
Love v. Wal-Mart Stores, Inc., proposing a class of current and former
female associates employed in certain designated stores and clubs in
regions centered in the state of Florida. On September 23, 2013, the court
in the Love case granted the Company’s motion to dismiss, dismissing
with prejudice the plaintiffs’ class-action allegations. Finally, on February 20,
2013, the plaintiffs’ attorneys filed another similar complaint in the
United States District Court for the Western District of Wisconsin entitled
Ladik v. Wal-Mart Stores, Inc., proposing a class of current and former
female associates employed in “Region 14, which includes Wal-Mart retail
stores located in parts of Wisconsin, Illinois, Indiana and Michigan.” On
May 24, 2013, the court in the Ladik case granted the Company’s motion
to dismiss, dismissing with prejudice the plaintiffs’ class-action allegations.
On June 13, 2013, the U.S. Court of Appeals for the Seventh Circuit denied
the plaintiffs’ petition for permission to appeal. Management does not
believe any possible loss or the range of any possible loss that may be
incurred in connection with these matters will be material to the
Company’s financial condition or results of operations.
FCPA Investigation and Related Matters
The Audit Committee (the “Audit Committee”) of the Board of Directors
of the Company, which is composed solely of independent directors, is
conducting an internal investigation into, among other things, alleged
violations of the U.S. Foreign Corrupt Practices Act (“FCPA”) and other
alleged crimes or misconduct in connection with foreign subsidiaries,
including Wal-Mart de México, S.A.B. de C.V. (“Walmex”), and whether
prior allegations of such violations and/or misconduct were appropriately
handled by the Company. The Audit Committee and the Company have
engaged outside counsel from a number of law firms and other advisors
who are assisting in the on-going investigation of these matters.
The Company is also conducting a voluntary global review of its policies,
practices and internal controls for FCPA compliance. The Company is
engaged in strengthening its global anti-corruption compliance program
through appropriate remedial anti-corruption measures. In November
2011, the Company voluntarily disclosed that investigative activity to the
U.S. Department of Justice (the “DOJ”) and the Securities and Exchange
Commission (the “SEC”). Since the implementation of the global review
and the enhanced anti-corruption compliance program, the Audit
Committee and the Company have identified or been made aware of
additional allegations regarding potential violations of the FCPA. When
such allegations are reported or identified, the Audit Committee and the
Company, together with their third party advisors, conduct inquiries and
when warranted based on those inquiries, open investigations. Inquiries
or investigations regarding allegations of potential FCPA violations have
been commenced in a number of foreign markets where the Company
operates, including, but not limited to, Brazil, China and India.
The Company has been informed by the DOJ and the SEC that it is also
the subject of their respective investigations into possible violations of
the FCPA. The Company is cooperating with the investigations by the
DOJ and the SEC. A number of federal and local government agencies
in Mexico have also initiated investigations of these matters. Walmex
is cooperating with the Mexican governmental agencies conducting
these investigations. Furthermore, lawsuits relating to the matters under
investigation have been filed by several of the Company’s shareholders
against it, certain of its current directors, certain of its former directors,
certain of its current and former officers and certain of Walmex’s current
and former officers.
54 Walmart 2014 Annual Report
Walmart 2014 Annual Report 55
Notes to Consolidated Financial Statements
The Company could be exposed to a variety of negative consequences
as a result of the matters noted above. There could be one or more
enforcement actions in respect of the matters that are the subject of
some or all of the on-going government investigations, and such
actions, if brought, may result in judgments, settlements, fines, penalties,
injunctions, cease and desist orders, debarment or other relief, criminal
convictions and/or penalties. The shareholder lawsuits may result in
judgments against the Company and its current and former directors
and officers named in those proceedings. The Company cannot predict
at this time the outcome or impact of the government investigations,
the shareholder lawsuits, or its own internal investigations and review. In
addition, the Company expects to incur costs in responding to requests
for information or subpoenas seeking documents, testimony and other
information in connection with the government investigations, in
defending the shareholder lawsuits, and in conducting the review and
investigations. These costs will be expensed as incurred. For fiscal 2014
and 2013, the Company incurred expenses of approximately $282 million
and $157 million, respectively, related to these matters. Of these expenses,
approximately $173 million and $100 million, respectively, represent costs
incurred for the ongoing inquiries and investigations and $109 million
and $57 million, respectively, relate to the Company’s global compliance
program and organizational enhancements. These matters may require
the involvement of certain members of the Company’s senior manage-
ment that could impinge on the time they have available to devote to
other matters relating to the business. The Company expects that there
will be on-going media and governmental interest, including additional
news articles from media publications on these matters, which could
impact the perception among certain audiences of the Company’s role
as a corporate citizen.
The Company’s process of assessing and responding to the governmental
investigations and the shareholder lawsuits continues. While the Company
believes that it is probable that it will incur a loss from these matters,
given the on-going nature and complexity of the review, inquiries and
investigations, the Company cannot reasonably estimate any loss or
range of loss that may arise from these matters. Although the Company
does not presently believe that these matters will have a material
adverse effect on its business, given the inherent uncertainties in such
situations, the Company can provide no assurance that these matters
will not be material to its business in the future.
11 Commitments
The Company has long-term leases for stores and equipment. Rentals
(including amounts applicable to taxes, insurance, maintenance, other
operating expenses and contingent rentals) under operating leases
and other short-term rental arrangements were $2.8 billion, $2.6 billion
and $2.4 billion in fiscal 2014, 2013 and 2012, respectively.
Aggregate minimum annual rentals at January 31, 2014, under
non-cancelable leases are as follows:
(Amounts in millions)
Fiscal Year
Operating
Leases
Capital
Leases
2015
2016
2017
2018
2019
Thereafter
Total minimum rentals
Less estimated executory costs
Net minimum lease payments
Less imputed interest
Present value of minimum lease payments
$ 1,734
1,632
1,462
1,314
1,192
9,836
$17,170
$ 586
558
519
479
438
3,711
$6,291
60
6,231
3,134
$3,097
Certain of the Company’s leases provide for the payment of contingent
rentals based on a percentage of sales. Such contingent rentals were
immaterial for fiscal 2014, 2013 and 2012. Substantially all of the Company’s
store leases have renewal options, some of which may trigger an
escalation in rentals.
The Company has future lease commitments for land and buildings for
approximately 317 future locations. These lease commitments have lease
terms ranging from 4 to 40 years and provide for certain minimum
rentals. If executed, payments under operating leases would increase
by $49 million for fiscal 2015, based on current cost estimates.
In connection with certain long-term debt issuances, the Company
could be liable for early termination payments if certain unlikely events
were to occur. At January 31, 2014, the aggregate termination payment
would have been $74 million. The arrangement pursuant to which this
payment could be made will expire in fiscal 2019.
12 Retirement-Related Benefits
The Company offers 401(k) plans for associates in the United States
and Puerto Rico, under which associates generally become participants
following one year of employment. Under these plans, the Company
matches 100% of participant contributions up to 6% of annual eligible
earnings. The matching contributions immediately vest at 100% for each
associate. Participants can contribute up to 50% of their pretax earnings,
but not more than the statutory limits. Participants age 50 or older may
defer additional earnings in catch-up contributions up to the maximum
statutory limits.
Associates in international countries who are not U.S. citizens are covered
by various defined contribution post-employment benefit arrangements.
These plans are administered based upon the legislative and tax
requirements in the countries in which they are established.
Additionally, the Company’s subsidiaries in the United Kingdom (“Asda”)
and Japan have sponsored defined benefit pension plans. The plan in
the United Kingdom was underfunded by $69 million and $346 million
at January 31, 2014 and 2013, respectively. The plan in Japan was under-
funded by $281 million and $338 million at January 31, 2014 and 2013,
56 Walmart 2014 Annual Report
Walmart 2014 Annual Report 57
Notes to Consolidated Financial Statements
respectively. These underfunded amounts are recorded as liabilities in the
Company’s Consolidated Balance Sheets in deferred income taxes and
other. Certain other international operations also have defined benefit
arrangements that are not significant.
In fiscal 2012, Asda and the trustees of Asda’s defined benefit plan agreed
to remove future benefit accruals from the plan and, with the consent
of a majority of the plan participants, also removed the link between
past accrual and future pay increases. In return, Asda paid approximately
$70 million in fiscal 2012 to the plan participants. The related curtailment
gain of approximately $90 million was recorded in fiscal 2012 as a decrease
to deferred actuarial losses in other comprehensive income.
The following table summarizes the contribution expense related to the
Company’s retirement-related benefits for fiscal 2014, 2013 and 2012:
(Amounts in millions)
2014
2013
2012
Fiscal Years Ended January 31,
Defined contribution plans:
U.S.
International
Defined benefit plans:
International
Total contribution expense for
retirement-related benefits
$ 877
165
$ 818
166
$ 752
230
20
26
54
$1,062
$1,010
$1,036
13 Acquisitions, Disposals and Related Items
The Company has completed, or is in process of completing, the following
transactions that impact the operations of Walmart International:
India Operations
During fiscal 2014, the Company acquired, for $100 million, the remaining
ownership interest in Bharti Walmart Private Limited, previously a joint
venture between Bharti Ventures Limited (“Bharti”) and the Company
established in 2007, which operated the Company’s wholesale cash &
carry business in India. Upon completion of the transaction, the Company
became the sole owner of the cash & carry business in India. In addition,
the Company also terminated its joint venture, franchise and supply
agreements with Bharti Retail Limited (“Bharti Retail”), which operates
Bharti’s retail business in India, and transferred its investment in that
business to Bharti. In connection with the agreements related to the
Bharti retail business, the Company paid and forgave indebtedness of
approximately $234 million and recorded a net loss of approximately
$151 million in the Company’s Consolidated Statements of Income.
Walmart Chile
In September 2013, certain redeemable noncontrolling interest
shareholders exercised put options that required the Company to
purchase a portion of their shares in Walmart Chile at the mutually
agreed upon redemption value to be determined after exercise of
the put options. In fiscal 2014, the Company recorded an increase to
redeemable noncontrolling interest of $1.0 billion, with a corresponding
decrease to capital in excess of par value, to reflect the estimated
redemption value of the redeemable noncontrolling interest at $1.5 billion.
Subsequent to the initial exercise, the Company negotiated with the
redeemable noncontrolling interest shareholders to acquire all of their
redeemable noncontrolling interest shares. The Company completed
this transaction in February 2014, after period end, using its existing cash
and bringing its ownership interest in Walmart Chile to approximately
99.7 percent. The Company has since initiated a tender offer for the
remaining 0.3 percent noncontrolling interest held by the public in
Chile at the same value per share as was paid to the redeemable
noncontrolling interest shareholders. The tender offer will expire in
the first quarter of fiscal 2015.
Vips Restaurant Business in Mexico
In September 2013, Walmex, a majority-owned subsidiary of the Company,
entered into a definitive agreement with Alsea S.A.B. de C.V. to dispose
of Walmex’s Vips restaurant business (“Vips”) in Mexico for approximately
$625 million. Accordingly, the Vips operating results are presented as
discontinued operations in the Company’s Consolidated Statements of
Income for fiscal 2014, 2013 and 2012. Additionally, the Vips assets and
liabilities to be disposed of are reported separately in the Company’s
Consolidated Balance Sheets as of January 31, 2014. The Vips sale is
subject to approval by Mexican regulatory authorities and is currently
expected to close during the first half of fiscal 2015. Upon completion
of this transaction, the Company expects to record a net gain, which will
be recorded in discontinued operations in the Company’s Consolidated
Statements of Income.
14 Segments
The Company is engaged in the operation of retail, wholesale and other
units located in the U.S., Africa, Argentina, Brazil, Canada, Central
America, Chile, China, India, Japan, Mexico and the United Kingdom.
The Company’s operations are conducted in three reportable business
segments: Walmart U.S., Walmart International and Sam’s Club. The
Company defines its segments as those operations whose results its chief
operating decision maker (“CODM”) regularly reviews to analyze perfor-
mance and allocate resources. The Company sells similar individual prod-
ucts and services in each of its segments. It is impractical to segregate
and identify revenues for each of these individual products and services.
The Walmart U.S. segment includes the Company’s mass merchant con-
cept in the U.S. operating under the “Walmart” or “Wal-Mart” brands, as
well as walmart.com. The Walmart International segment consists of the
Company’s operations outside of the U.S., including various retail web-
sites. The Sam’s Club segment includes the warehouse membership
clubs in the U.S., as well as samsclub.com. Corporate and support con-
sists of corporate overhead and other items not allocated to any of the
Company’s segments.
The Company measures the results of its segments using, among other
measures, each segment’s net sales and operating income, which
includes certain corporate overhead allocations. From time to time, the
Company revises the measurement of each segment’s operating
income, including any corporate overhead allocations, as determined by
the information regularly reviewed by its CODM. When the measure-
ment of a segment changes, previous period amounts and balances are
reclassified to be comparable to the current period’s presentation.
56 Walmart 2014 Annual Report
Walmart 2014 Annual Report 57
Notes to Consolidated Financial Statements
Information for the Company’s segments, as well as the reconciliation to income from continuing operations before income taxes, is provided in the
following table:
Walmart U.S.
Walmart
International
Sam’s Club
Corporate and
Support
Consolidated
(Amounts in millions)
Fiscal Year Ended January 31, 2014
Net sales
Operating income (loss)
Interest expense, net
Income from continuing operations before income taxes
Total assets
Depreciation and amortization
Capital Expenditures
Fiscal Year Ended January 31, 2013
Net sales
Operating income (loss)
Interest Expense, net
Income from continuing operations before income taxes
Total assets
Depreciation and amortization
Capital Expenditures
Fiscal Year Ended January 31, 2012
Net sales
Operating income (loss)
Interest Expense, net
$279,406
22,351
$136,513
5,454
$57,157
1,975
$
—
(2,908)
$ 98,745
4,660
6,378
$ 85,370
2,658
4,463
$14,053
645
1,071
$ 6,583
907
1,203
$ 274,433
21,491
$134,748
6,617
$56,423
1,960
$
—
(2,343)
$ 96,234
4,586
5,994
$ 85,695
2,605
4,640
$13,479
617
868
$ 7,697
670
1,396
$ 264,186
20,381
$125,435
6,113
$53,795
1,844
$
—
(1,847)
$473,076
26,872
(2,216)
$ 24,656
$204,751
8,870
13,115
$465,604
27,725
(2,063)
$ 25,662
$203,105
8,478
12,898
$443,416
26,491
(2,159)
$ 24,332
$193,406
8,130
13,510
Income from continuing operations before income taxes
Total assets
Depreciation and amortization
Capital Expenditures
$ 93,143
4,557
6,226
$ 81,289
2,438
5,274
$12,824
595
823
$ 6,150
540
1,187
15 Subsequent Event
Dividends Declared
On February 20, 2014, the Board of Directors approved the fiscal 2015
annual dividend at $1.92 per share, an increase compared to the fiscal
2014 dividend of $1.88 per share. For fiscal 2015, the annual dividend
will be paid in four quarterly installments of $0.48 per share, according
to the following record and payable dates:
Record Date
March 11, 2014
May 9, 2014
August 8, 2014
December 5, 2014
Payable Date
April 1, 2014
June 2, 2014
September 3, 2014
January 5, 2015
Total revenues, consisting of net sales and membership and other
income, and long-lived assets, consisting primarily of property and
equipment, net, aggregated by the Company’s U.S. and non-U.S.
operations for fiscal 2014, 2013 and 2012, are as follows:
(Amounts in millions)
2014
2013
2012
Fiscal Years Ended January 31,
Total revenues
U.S. operations
Non-U.S. operations
$338,681
137,613
$332,788
135,863
$319,800
126,709
Total revenues
$476,294
$468,651
$446,509
Long-lived assets
U.S. operations
Non-U.S. operations
$ 79,644
38,263
$ 77,692
38,989
$ 75,881
36,443
Total long-lived assets
$117,907
$116,681
$112,324
No individual country outside of the U.S. had total revenues or
long-lived assets that were material to the consolidated totals.
Additionally, the Company did not generate material total revenues
from any single customer.
58 Walmart 2014 Annual Report
Walmart 2014 Annual Report 59
Notes to Consolidated Financial Statements
16 Quarterly Financial Data (Unaudited)
(Amounts in millions except per share data)
Q1
Q2
Q3
Q4
Total
Total revenues
Net sales
Cost of sales
Income from continuing operations
Consolidated net income
Consolidated net income attributable to Walmart
$114,071
113,313
85,991
3,932
3,944
3,784
$116,829
116,101
87,420
4,205
4,216
4,069
$115,688
114,876
86,687
3,870
3,885
3,738
$129,706
128,786
97,971
4,544
4,650
4,431
$476,294
473,076
358,069
16,551
16,695
16,022
Fiscal Year Ended January 31, 2014
Basic net income per common share(1):
Basic income per common share from continuing operations
attributable to Walmart
Basic income (loss) per common share from discontinued
operations attributable to Walmart
Basic net income per common share attributable to Walmart
Diluted net income per common share(1):
Diluted income per common share from continuing operations
attributable to Walmart
Diluted income (loss) per common share from discontinued
operations attributable to Walmart
Diluted net income per common share attributable to Walmart
1.14
0.01
1.15
1.14
—
1.14
1.24
—
1.24
1.23
0.01
1.24
1.14
0.01
1.15
1.14
—
1.14
1.35
0.02
1.37
1.34
0.02
1.36
4.87
0.03
4.90
4.85
0.03
4.88
Total revenues
Net sales
Cost of sales
Income from continuing operations
Consolidated net income
Consolidated net income attributable to Walmart
Fiscal Year Ended January 31, 2013
Q1
Q2
Q3
Q4
Total
$112,901
112,155
85,145
3,882
3,893
3,741
$114,174
113,412
85,611
4,150
4,162
4,017
$113,800
113,077
85,470
3,809
3,825
3,635
$127,776
126,960
96,071
5,863
5,876
5,606
$468,651
465,604
352,297
17,704
17,756
16,999
Basic net income per common share(1):
Basic income per common share from continuing operations
attributable to Walmart
Basic income (loss) per common share from discontinued operations
attributable to Walmart
Basic net income per common share attributable to Walmart
Diluted net income per common share(1):
Diluted income per common share from continuing operations
attributable to Walmart
Diluted income (loss) per common share from discontinued
operations attributable to Walmart
Diluted net income per common share attributable to Walmart
1.10
—
1.10
1.09
—
1.09
1.18
0.01
1.19
1.18
—
1.18
1.08
—
1.08
1.07
0.01
1.08
1.68
—
1.68
1.67
—
1.67
5.03
0.01
5.04
5.01
0.01
5.02
(1) The sum of quarterly income per common share attributable to Walmart data may not agree to annual amounts due to rounding.
58 Walmart 2014 Annual Report
Walmart 2014 Annual Report 59
Report of Independent Registered Public Accounting Firm
The Board of Directors and Shareholders
of Wal-Mart Stores, Inc.
We have audited the accompanying consolidated balance sheets of
Wal-Mart Stores, Inc. as of January 31, 2014 and 2013, and the related
consolidated statements of income, comprehensive income, shareholders’
equity, and cash flows for each of the three years in the period ended
January 31, 2014. These financial statements are the responsibility of
the Company’s management. Our responsibility is to express an opinion
on these financial statements based on our audits.
We conducted our audits in accordance with the standards of the Public
Company Accounting Oversight Board (United States). Those standards
require that we plan and perform the audit to obtain reasonable assurance
about whether the financial statements are free of material misstatement.
An audit includes examining, on a test basis, evidence supporting the
amounts and disclosures in the financial statements. An audit also includes
assessing the accounting principles used and significant estimates made
by management, as well as evaluating the overall financial statement
presentation. We believe that our audits provide a reasonable basis for
our opinion.
In our opinion, the financial statements referred to above present fairly,
in all material respects, the consolidated financial position of Wal-Mart
Stores, Inc. at January 31, 2014 and 2013, and the consolidated results of
its operations and its cash flows for each of the three years in the period
ended January 31, 2014, in conformity with U.S. generally accepted
accounting principles.
We also have audited, in accordance with the standards of the Public
Company Accounting Oversight Board (United States), Wal-Mart Stores,
Inc.’s internal control over financial reporting as of January 31, 2014, based
on criteria established in Internal Control-Integrated Framework issued
by the Committee of Sponsoring Organizations of the Treadway
Commission (1992 Framework) and our report dated March 21, 2014
expressed an unqualified opinion thereon.
Rogers, Arkansas
March 21, 2014
60 Walmart 2014 Annual Report
Walmart 2014 Annual Report 61
Report of Independent Registered Public Accounting Firm
on Internal Control Over Financial Reporting
The Board of Directors and Shareholders of Wal-Mart Stores, Inc.
We have audited Wal-Mart Stores, Inc.’s internal control over financial
reporting as of January 31, 2014, based on criteria established in Internal
Control-Integrated Framework issued by the Committee of Sponsoring
Organizations of the Treadway Commission (1992 framework) (the COSO
criteria). Wal-Mart Stores, Inc.’s management is responsible for maintaining
effective internal control over financial reporting, and for its assessment
of the effectiveness of internal control over financial reporting included
in the accompanying “Management’s Report to Our Shareholders.” Our
responsibility is to express an opinion on the Company’s internal control
over financial reporting based on our audit.
We conducted our audit in accordance with the standards of the Public
Company Accounting Oversight Board (United States). Those standards
require that we plan and perform the audit to obtain reasonable assurance
about whether effective internal control over financial reporting was
maintained in all material respects. Our audit included obtaining an
understanding of internal control over financial reporting, assessing the
risk that a material weakness exists, testing and evaluating the design
and operating effectiveness of internal control based on the assessed
risk, and performing such other procedures as we considered necessary
in the circumstances. We believe that our audit provides a reasonable
basis for our opinion.
A company’s internal control over financial reporting is a process
designed to provide reasonable assurance regarding the reliability of
financial reporting and the preparation of financial statements for
external purposes in accordance with generally accepted accounting
principles. A company’s internal control over financial reporting includes
those policies and procedures that (1) pertain to the maintenance of
records that, in reasonable detail, accurately and fairly reflect the transactions
and dispositions of the assets of the company; (2) provide reasonable
assurance that transactions are recorded as necessary to permit preparation
of financial statements in accordance with generally accepted accounting
principles, and that receipts and expenditures of the company are being
made only in accordance with authorizations of management and
directors of the company; and (3) provide reasonable assurance regarding
prevention or timely detection of unauthorized acquisition, use or
disposition of the company’s assets that could have a material effect
on the financial statements.
Because of its inherent limitations, internal control over financial
reporting may not prevent or detect misstatements. Also, projections of
any evaluation of effectiveness to future periods are subject to the risk
that controls may become inadequate because of changes in conditions,
or that the degree of compliance with the policies or procedures
may deteriorate.
In our opinion, Wal-Mart Stores, Inc. maintained, in all material respects,
effective internal control over financial reporting as of January 31, 2014,
based on the COSO criteria.
We also have audited, in accordance with the standards of the Public
Company Accounting Oversight Board (United States), the consolidated
balance sheets of Wal-Mart Stores, Inc. as of January 31, 2014 and 2013,
and related consolidated statements of income, comprehensive income,
shareholders’ equity and cash flows for each of the three years in the
period ended January 31, 2014 and our report dated March 21, 2014
expressed an unqualified opinion thereon.
Rogers, Arkansas
March 21, 2014
60 Walmart 2014 Annual Report
Walmart 2014 Annual Report 61
Management’s Report to Our Shareholders
Wal-Mart Stores, Inc.
Management of Wal-Mart Stores, Inc. (“Walmart,” the “company” or “we”)
is responsible for the preparation, integrity and objectivity of Walmart’s
Consolidated Financial Statements and other financial information
contained in this Annual Report to Shareholders. Those Consolidated
Financial Statements were prepared in conformity with accounting
principles generally accepted in the United States. In preparing those
Consolidated Financial Statements, management is required to make
certain estimates and judgments, which are based upon currently
available information and management’s view of current conditions
and circumstances.
The Audit Committee of the Board of Directors, which consists solely
of independent directors, oversees our process of reporting financial
information and the audit of our Consolidated Financial Statements. The
Audit Committee stays informed of the financial condition of Walmart
and regularly reviews management’s financial policies and procedures,
the independence of our independent auditors, our internal control over
financial reporting and the objectivity of our financial reporting. Both the
independent auditors and the internal auditors have free access to the
Audit Committee and meet with the Audit Committee periodically, both
with and without management present.
Acting through our Audit Committee, we have retained Ernst & Young LLP,
an independent registered public accounting firm, to audit our
Consolidated Financial Statements found in this Annual Report to
Shareholders. We have made available to Ernst & Young LLP all of our
financial records and related data in connection with their audit of our
Consolidated Financial Statements. We have filed with the Securities and
Exchange Commission (“SEC”) the required certifications related to our
Consolidated Financial Statements as of and for the year ended January 31,
2014. These certifications are attached as exhibits to our Annual Report
on Form 10-K for the year ended January 31, 2014. Additionally, we have
also provided to the New York Stock Exchange the required annual
certification of our Chief Executive Officer regarding our compliance with
the New York Stock Exchange’s corporate governance listing standards.
Report on Internal Control Over Financial Reporting
Management has responsibility for establishing and maintaining
adequate internal control over financial reporting. Internal control over
financial reporting is a process designed to provide reasonable assurance
regarding the reliability of financial reporting and the preparation of
financial statements for external reporting purposes in accordance with
accounting principles generally accepted in the United States. Because
of its inherent limitations, internal control over financial reporting may
not prevent or detect misstatements. Management has assessed the
effectiveness of the Company’s internal control over financial reporting
as of January 31, 2014. In making its assessment, management has utilized
the criteria set forth by the Committee of Sponsoring Organizations
(“COSO”) of the Treadway Commission in Internal Control — Integrated
Framework (1992). Management concluded that based on its assessment,
Walmart’s internal control over financial reporting was effective as of
January 31, 2014. The Company’s internal control over financial reporting
as of January 31, 2014, has been audited by Ernst & Young LLP as stated
in their report which appears in this Annual Report to Shareholders.
Evaluation of Disclosure Controls and Procedures
We maintain disclosure controls and procedures designed to provide
reasonable assurance that information required to be timely disclosed is
accumulated and communicated to management in a timely fashion.
Management has assessed the effectiveness of these disclosure controls
and procedures as of January 31, 2014, and determined they were effective
as of that date to provide reasonable assurance that information required
to be disclosed by us in the reports we file or submit under the Securities
Exchange Act of 1934, as amended, was accumulated and communicated
to management, as appropriate, to allow timely decisions regarding
required disclosure and were effective to provide reasonable assurance
that such information is recorded, processed, summarized and reported
within the time periods specified by the SEC’s rules and forms.
Report on Ethical Standards
Our Company was founded on the belief that open communications
and the highest standards of ethics are necessary to be successful. Our
long-standing “Open Door” communication policy helps management
be aware of and address issues in a timely and effective manner. Through
the open door policy all associates are encouraged to inform management
at the appropriate level when they are concerned about any matter
pertaining to Walmart.
Walmart has adopted a Statement of Ethics to guide our associates
in the continued observance of high ethical standards such as honesty,
integrity and compliance with the law in the conduct of Walmart’s
business. Familiarity and compliance with the Statement of Ethics is
required of all associates who are part of management. The Company
also maintains a separate Code of Ethics for our senior financial officers.
Walmart also has in place a Related-Party Transaction Policy. This policy
applies to Walmart’s senior officers and directors and requires material
related-party transactions to be reviewed by the Audit Committee. The
senior officers and directors are required to report material related-party
transactions to Walmart. We maintain a global ethics office which
oversees and administers an ethics helpline. The ethics helpline provides
a channel for associates to make confidential and anonymous complaints
regarding potential violations of our statements of ethics, including
violations related to financial or accounting matters.
C. Douglas McMillon
President and Chief Executive Officer
Charles M. Holley, Jr.
Executive Vice President and Chief Financial Officer
62 Walmart 2014 Annual Report
Walmart 2014 Annual Report 63
Unit Counts as of January 31, 2014
Wal-Mart Stores, Inc.
United States
The Walmart U.S. and Sam’s Club segments comprise the Company’s
operations in the United States. As of January 31, 2014, unit counts for
Walmart U.S. and Sam’s Club are summarized by format for each state
or territory as follows:
Washington
Washington D.C.
West Virginia
Wisconsin
Wyoming
Puerto Rico
46
2
38
78
10
12
12
—
—
9
—
6
3
—
1
5
—
27
3
—
5
12
2
11
64
2
44
104
12
56
Walmart U.S.
Sam’s Club
U.S. Total
3,288
508
407
632 4,835
International
The Walmart International segment comprises the Company’s
operations outside of the United States and is represented in three major
brand categories. Unit counts (1) as of January 31, 2014 for Walmart
International are summarized by brand category for each geographic
market as follows:
Geographic Market
Retail
Wholesale
Other (2)
Total
Africa (3)
Argentina
Brazil
Canada
Central America (4)
Chile
China
India
Japan
Mexico (5)
United Kingdom
International total
285
104
468
389
660
351
395
—
374
2,033
574
5,633
94
—
76
—
1
2
10
20
—
156
—
359
—
—
12
—
—
27
—
—
64
10
2
379
104
556
389
661
380
405
20
438
2,199
576
115
6,107
(1) Walmart International unit counts, with the exception of Canada, are stated
as of December 31, 2013, to correspond with the balance sheet date of the related
geographic market. Canada unit counts are stated as of January 31, 2014.
(2) “Other” includes restaurants, drugstores and convenience stores operating under
varying banners in Brazil, Chile, Japan, Mexico and the United Kingdom.
(3) Africa unit counts by country are Botswana (11), Ghana (1), Lesotho (3), Malawi (2),
Mozambique (7), Namibia (3), Nigeria (2), South Africa (346), Swaziland (1),
Tanzania (1), Uganda (1) and Zambia (1).
(4) Central America unit counts by country are Costa Rica (214), El Salvador (83),
Guatemala (209), Honduras (75) and Nicaragua (80).
(5) Mexico unit counts exclude 360 units of the Vips restaurant business classified
as discontinued operations as of January 31, 2014. The Company has entered into
an agreement to sell the operations of the Vips restaurant business, subject to
regulatory approval.
State or Territory
Supercenters
Neighborhood
Markets and
other small
formats
Discount
Stores
Grand
Total
Clubs
Alabama
Alaska
Arizona
Arkansas
California
Colorado
Connecticut
Delaware
Florida
Georgia
Hawaii
Idaho
Illinois
Indiana
Iowa
Kansas
Kentucky
Louisiana
Maine
Maryland
Massachusetts
Michigan
Minnesota
Mississippi
Missouri
Montana
Nebraska
Nevada
New Hampshire
New Jersey
New Mexico
New York
North Carolina
North Dakota
Ohio
Oklahoma
Oregon
Pennsylvania
Rhode Island
South Carolina
South Dakota
Tennessee
Texas
Utah
Vermont
Virginia
95
8
78
73
106
66
10
6
207
143
—
21
128
92
56
56
76
83
19
25
23
83
61
62
107
13
34
30
15
21
35
74
137
12
138
77
26
110
5
80
13
111
345
40
—
102
3
2
3
9
96
5
24
3
16
3
9
1
26
9
3
4
8
2
3
22
24
8
7
4
12
—
—
2
12
36
2
25
6
1
7
9
7
24
4
—
—
2
27
—
5
6
12
—
25
19
49
14
2
—
51
13
—
1
6
6
—
12
8
7
—
—
—
—
—
1
6
—
6
11
—
—
4
2
21
—
—
19
9
—
—
2
—
6
50
5
—
4
13
3
15
7
33
15
3
1
45
23
2
1
31
16
8
8
9
14
3
12
3
26
13
7
17
2
4
7
4
10
7
16
23
3
29
11
—
23
1
12
2
16
77
8
—
16
123
13
121
108
284
100
39
10
319
182
11
24
191
123
67
80
101
106
25
59
50
117
81
74
142
15
44
50
31
67
48
117
187
16
174
116
42
157
10
94
15
135
499
53
5
128
62 Walmart 2014 Annual Report
Walmart 2014 Annual Report 63
Corporate and Stock Information
Dividends payable per share
For fiscal 2015, dividends will be paid based on the following schedule:
April 1, 2014
June 2, 2014
September 3, 2014
January 5, 2015
$0.48
$0.48
$0.48
$0.48
Dividends paid per share
For fiscal 2014, dividends were paid based on the following schedule:
$0.47
April 1, 2013
$0.47
June 3, 2013
$0.47
September 3, 2013
$0.47
January 2, 2014
For fiscal 2013, dividends were paid based on the following schedule:
$0.3975
April 4, 2012
$0.3975
June 4, 2012
$0.3975
September 4, 2012
$0.3975
December 27, 2012
Stock Performance Chart
This graph compares the cumulative total shareholder return on
Walmart’s common stock during the five fiscal years ending with fiscal
2014 to the cumulative total returns on the S&P 500 Retailing Index
and the S&P 500 Index. The comparison assumes $100 was invested on
February 1, 2009, in shares of our common stock and in each of the
indices shown and assumes that all of the dividends were reinvested.
Comparison of 5-Year Cumulative Total Return*
Among Wal-Mart Stores, Inc., the S&P 500 Index and S&P 500 Retailing Index
Wal-Mart Stores, Inc.
S&P 500 Index
S&P 500 Retailing Index
$450
$400
$350
$300
$250
$200
$150
$100
$ 50
2009
2010
2011
2012
2013
2014
Fiscal Years
*Assumes $100 Invested on February 1, 2009
Assumes Dividends Reinvested
Fiscal Year Ending January 31, 2014
Shareholders
As of March 18, 2014, there were 255,758 holders of record of Walmart’s
common stock.
Corporate information
Stock Registrar and Transfer Agent:
Computershare Trust Company, N.A.
P.O. Box 43069
Providence, Rhode Island 02940-3069
1-800-438-6278
TDD for hearing-impaired inside the U.S. 1-800-952-9245
Internet: http://www.computershare.com
Listing
New York Stock Exchange
Stock Symbol: WMT
Annual meeting
Our Annual Meeting of Shareholders will be held on Friday, June 6, 2014,
at 7:00 a.m. (Central Time) in the Bud Walton Arena on the University of
Arkansas campus, Fayetteville, Arkansas.
Communication with shareholders
Wal-Mart Stores, Inc. periodically communicates with its shareholders
and other members of the investment community about our operations.
For further information regarding our policy on shareholder and investor
communications refer to our website, www.stock.walmart.com.
The following reports are available without charge upon request by
writing the Company c/o Investor Relations or by calling (479) 273-8446.
These reports are also available via the corporate website.
• Annual Report on Form 10-K
• Quarterly Reports on Form 10-Q
• Earnings Releases
• Current Reports on Form 8-K
• Annual Shareholders’ Meeting Proxy Statement
• Global Responsibility Report
• Diversity and Inclusion Report
• Workforce Diversity Report
Independent registered public accounting firm
Ernst & Young LLP
5417 Pinnacle Point Dr., Suite 501
Rogers, AR 72758
Market price of common stock
The high and low market price per share for the Company’s common
stock in fiscal 2014 and 2013 were as follows:
2014
2013
High
Low
High
Low
$79.50
79.96
79.00
81.37
$68.13
72.90
71.51
73.64
$62.63
75.24
77.60
75.16
$57.18
58.27
71.35
67.37
1st Quarter
2nd Quarter
3rd Quarter
4th Quarter
The high and low market price per share for the Company’s common
stock for the first quarter of fiscal 2015, were as follows:
2015
High
Low
$77.02
$72.27
1st Quarter (1)
(1) Through March 21, 2014.
64 Walmart 2014 Annual Report
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So many opportunities for
associates to serve customers
2.2M
dedicated
associates
globally
Based on survey results
from more than 2 million
associates worldwide,
approximately
4 of 5
are proud to work
for Walmart.
300K*
associates
have 10+ years
of service
*Represents Walmart U.S. data only.
4 Walmart 2014 Annual Report
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Walmart’s Global Responsibility
Report highlights helping
communities live better.
Learn more about our workplace, social, environmental,
sourcing and compliance initiatives by reading our
Global Responsibility Report at corporate.walmart.com/
microsites/global-responsibility-report-2014
Walmart’s investor relations app is
our company at your fi ngertips.
Walmart’s IR app gives shareholders anytime and anywhere
access to financial and company news from their mobile devices.
Find presentations, quarterly results, virtual store tours, a global
footprint map and the stock price on your iPad, iPhone or Android
device. Download the free app from iTunes or Google Play.
Walmart’s enhanced digital annual
report has expanded content.
We’re driving innovation and sustainability – and reducing
costs – with our enhanced digital annual report. Visit
www.stock.walmart.com to hear directly from our leaders,
associates and customers. Also, visit this website to enroll
to receive future materials electronically for our Annual
Shareholders’ Meetings.
190,000
U.S. store/club associates
promoted in fi scal 2014
Our sustainable, next-generation report.
The minimized environmental footprint of this report is the result of an extensive, collaborative effort of Walmart and our supply chain
partners. The environmental and social impact continues to be an important consideration. It is printed on paper from well-managed
forests containing recycled PCW fiber that is Elementally Chlorine Free (ECF). It is printed using 100 percent renewable wind power
(RECs), along with environmental manufacturing principles that were utilized in the printing process. These practices include environ-
mentally responsible procurement, lean manufacturing, green chemistry principles, the recycling of residual materials and reduced
volatile organic compound inks and coatings.
5.11 acre
of forestland preserved
via managed forestry
983 fewer
trees consumed
via recycling
129,537 kWh
less energy – the same
used by 5 homes for a year
472 metric tons
of greenhouse gas offset –
the equivalent of taking 94
cars off the road for a year
46,835 kWh
converted to clean renewable
sources (printing plant
using RECs)
459,333 fewer
gallons of water
consumed
Savings baselines were developed using the national averages of similar
coated papers and printing practices by EarthColor Printing. FSC® is not
responsible for any calculations on saving resources by choosing this paper.
P R I N T ED USI
N
G
Walmart 2014 Annual Report 2
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So many ways to
Save money.
Live better.
Affordable, healthier food
In FY 2014, we opened 96 new stores
in America’s food deserts, with 224
opened since our initiative began.
Meeting community needs
around the world
Last year, Walmart and the Walmart Foundation
gave more than $1 billion in cash and in-kind
gifts to charitable organizations.
Toward
a more
sustainable
tomorrow
Today, 24% of
our electricity
comes from
renewable sources.
Associate
career opportunities
Walmart de Mexico promoted
more than 22,700 associates
in fiscal 2014.
2
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1
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Putting low prices within reach
We serve customers around the globe
more than 250 million times each week.
Wal-Mart Stores, Inc. (NYSE: WMT)
702 S.W. 8th Street | Bentonville, Arkansas 72716 USA | 479-273-4000 | walmart.com
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2014 Annual Report